Pendahuluan

Preliminary

Badan Pengelola Dana Perkebunan Kelapa Sawit

Laporan Tahunan 2020
 Tema Laporan Tahunan 2020
Theme of 2020 Annual Report

Mengoptimalkan Peluang
Mencapai Kinerja Unggul
untuk Sawit Indonesia yang Berkelanjutan
Optimizing Oppor tunities, Achieving Prime Performance for
Sustainable Indonesian Palm Oil

Tahun 2020 merupakan tahun yang penuh tantangan bagi

industri sawit nasional, hal ini dikarenakan terjadinya resesi
dalam perekonomian. Namun di tengah tantangan tersebut,
BPDPKS terus berupaya untuk meraih kinerja unggul dengan
mengoptimalkan peluang yang ada.

Kami senantiasa mendukung kemajuan industri sawit

nasional demi meningkatkan citra nilai produk sawit sekaligus
meningkatkan kesejahteraan pekebun sawit rakyat dengan
mewujudkan konsep keberlanjutan usaha melalui penerapan
Good Agricultural Practices di tingkat petani. Selain memenuhi
komitmen pemerintah guna mengurangi emisi gas rumah kaca
dan membantu pencapaian keamanan energi melalui upaya
pengembangan energi baru dan terbarukan berupa energi hijau
berbasis sawit.

The year 2020 was a challenging year for the national palm oil industry
due to economic recession. Nevertheles, amid the challenges, BPDPKS
keeps striving to achieve excellent performance by optimizing the existing
opportunities.

We continously support the progress of the national palm oil industry in

order to improve the value image of palm oil products as well as developing
the welfare of people's palm oil farmers by realizing business sustainability
concept through the implementation of Good Agricultural Practices at
the farmer level. In addition to fulfilling the government's commitment to
reduce greenhouse gas emissions and to help achieve energy security by
developing new and renewable energy in the form of palm-based green
energy.

3
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 KESINAMBUNGAN TEMA
Theme Continuity
2017
Menguatkan Pondasi Kelembagaan BPDPKS untuk
Mendukung Sawit Indonesia yang Berkelanjutan
BPDPKS telah memberikan pendanaan untuk penelitian dan
pengembangan perkebunan kelapa sawit dengan mendanai
berbagai riset kelapa sawit baik sisi hulu maupun hilir,
pengembangan teknologi informasi untuk mendukung sistem
informasi kelapa sawit. Upaya Promosi perkebunan kelapa
sawit juga telah dilaksanakan baik di dalam negeri maupun
di luar negeri. Titik berat promosi di dalam negeri adalah
kampanye positif sawit untuk meningkatkan kesadaran
masyarakat, termasuk generasi milenial.
BPDPKS has provided funding for research and development
of oil palm plantations by funding various oil palm research
both upstream and downstream, development of information
technology to support oil palm information systems. Efforts to
promote oil palm plantations have also been carried out both
domestically and abroad. The emphasis of promotion in the
country is a positive campaign for palm oil to increase public
awareness, including the millennial generation.
4
2018
Mengembangkan Infrastruktur BPDPKS,
Mendukung Sawit Indonesia yang Berkelanjutan
BPDPKS bersama Kementerian Pertanian, Kementerian
Keuangan, dan Kemenko Perekonomian juga melakukan
penyempurnaan aturan agar penyaluran dana bisa dilakukan
dengan lebih cepat tanpa mengurangi akuntabilitas. BPDPKS
kian mantap menatap ke depan dan secara dinamis melihat
peluang-peluang baru bagi penguatan kinerja dengan
mengembangkan infrastruktur BPDPKS, guna mendukung
Sawit Indonesia yang berkelanjutan.
BPDPKS together with the Ministry of Agriculture, Ministry of
Finance, and the Coordinating Ministry for the Economy are
also making improvements to the rules so that the distribution
of funds can be carried out more quickly without reducing
accountability. BPDPKS is increasingly looking to the future
and dynamically sees new opportunities for strengthening
performance by developing BPDPKS infrastructure, in order to
support sustainable Indonesian Palm Oil.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
 2019 2020

Efektivitas Operasional untuk Mempercepat Mengoptimalkan Peluang, Mencapai Kinerja Unggul

Pertumbuhan Sawit lndonesia yang Berkelanjutan untuk Sawit Indonesia yang Berkelanjutan

BPDPKS menerapkan strategi operasional yang efektif guna Tahun 2020 merupakan tahun yang penuh tantangan
optimalisasi penghimpunan dana. Selain itu, BPDPKS terus bagi industri sawit nasional, hal ini dikarenakan terjadinya
berupaya menjalin Kerjasama strategis dengan berbagai
resesi dalam perekonomian. Namun di tengah tantangan
institusi baik bilateral dan multilateral agar komoditas
kelapa sawit dan turunannya diakui di dunia internasional tersebut, BPDPKS terus berupaya untuk meraih kinerja
telah berjalan sesuai prinsip-prinsip bisnis berkelanjutan, unggul dengan mengoptimalkan peluang yang ada.
serta terus mengkampanyekan narasi positif tentang sawit
berkelanjutan. 2020 is a year full of challenges for the national palm
oil industry, this is due to the recession in the economy.
BPDPKS implements an effective operational strategy to However, in the midst of these challenges, BPDPKS
optimize fundraising. In addition, BPDPKS continues to continues to strive to achieve superior performance by
seek strategic cooperation with various institutions, both
optimizing existing opportunities.
bilateral and multilateral, so that palm oil and its derivatives
are recognized internationally as having run according to
sustainable business principles, and continue to campaign for
a positive narrative about sustainable palm oil.

5
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Daftar Isi
Table of Contents

2 Pendahuluan 82 Profil Pejabat Non-Struktural BPDPKS

Preliminary BPDPKS Non-Structural Official Profile

3 Tema Laporan Tahunan 2020 86 Struktur Grup Perusahaan

Theme of 2020 Annual Report Company Group Structure

4 Kesinambungan Tema 86 Nama & Alamat Lembaga dan/atau Profesi

Theme Continuity Penunjang
Name & Address of Institution and/or Supporting
Profession

01
86 Luas Areal dan Produksi Kelapa Sawit di
IKHTISAR KINERJA 2020 Indonesia Tahun 2020
2020 PERFORMANCE HIGHLIGHT Palm Oil Area and Production in Indonesia in 2020

16 Ikhtisar Kinerja Keuangan dan Operasional 88 Informasi Pada Website Perusahaan

Financial and Operational Performance Highlights Information on Company Website

18 Grafik Kinerja Keuangan dan Operasional 90 Penghargaan dan Sertifikasi Tahun 2020
Financial and Operational Performance Graph Awards and Certifications 2020

90 Peristiwa Penting Tahun 2020

Significant Events of 2020

02 LAPORAN MANAJEMEN
MANAGEMENT REPORT
22 Laporan Dewan Pengawas 04 PENDUKUNG BADAN LAYANAN
Report from Supervisory Board SERVICES AGENCY SUPPORT
38 Laporan Direksi 108 Sumber Daya Manusia
Report from Directors Human Resources

116 Pendidikan dan/atau Pelatihan Dewan

Pengawas, Direksi, Komite Audit, Divisi

03
Perusahaan, Satuan Pemeriksa Internal dan
PROFIL BPDPKS Divisi Kepatuhan & Manajemen Risiko
BPDPKS PROFILE Education and/or Training of the Supervisory Board,
Board of Directors, Audit Committee, Corporate
52 Identitas BPDPKS Division, Internal Audit Unit, and Compliance & Risk
BPDPKS Identity Management Division

53 Riwayat Singkat BPDPKS 118 Pengadaan Barang dan Jasa

Brief History of BPDPKS Procurement of Goods and Services

57 Tujuan BPDPKS 122 Sistem Manajemen Mutu

Objective of BPDPKS Quality Management System

58 Visi, Misi, Budaya BPDPKS 124 Teknologi Informasi

Vision, Mission, Culture of BPDPKS Information Technology

59 Tugas, Fungsi dan Strategi BPDPKS

Duties, Functions, and Strategy of BPDPKS

61 Logo dan Filosofinya

Logo and Its Philosophy

62 Struktur Organisasi
Organizational Structure

64 Manajemen dan Pejabat BPDPKS

BPDPKS Management and Officials

66 Profil Dewan Pengawas

Supervisory Board Profile

76 Profil Direksi
Board of Directors Profile

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
05 ANALISIS DAN 224 Keberagaman Komposisi Dewan Pengawas
dan Direksi
PEMBAHASAN MANAJEMEN Diversity in the Composition of the Supervisory Board
and the Board of Directors
MANAGEMENT DISCUSSION
AND ANALYSIS 229 Kebijakan Remunerasi Dewan Pengawas dan
Direksi
130 Tinjauan Ekonomi Nasional Remuneration Policy for the Supervisory Board and
National Economic Overview the Board of Directors

133 Dampak Penerbitan dan Perubahan Regulasi 231 Satuan Pemeriksa Internal
Terhadap Kinerja Bpdpks Internal Audit Unit (IAU)
Impact of Issuance and Changes of Regulation on
BPDPKS Performance
238 Audit Eksternal
External Auditor
133 Kontribusi BPDPKS Kepada Negara
BPDPKS Contribution to the State
241 Manajemen Risiko
Risk Management
135 Analisis Kinerja Operasional
Operational Performing Analysis
256 Sistem Pengendalian Internal
Internal Control System
164 Analisis Operasi Per Aktivitas Usaha
Operational Analysis Per Business Activity
259 Kode Etik BPDPKS
BPDPKS Code of Ethics
173 Manajemen Struktur Modal
Capital Structure management
261 Whistleblowing System
Whistleblowing System
174 Perbandingan Target dengan Realisasi
265 Permasalahan Hukum
Tahun 2020, dan Proyeksi 2021 Legal Issues
Comparison of Targets with Realizations in 2020, and
Projections for 2021 265 Akses Informasi dan Data BPDPKS
Access BPDPKS information and data
176 Informasi Keuangan Lainnya
Another Financial information

177 Prospek dan Strategi Usaha

Business Prospects and Strategy
07 LAPORAN KEUANGAN AUDITED
AUDITED FINANCIAL STATEMENTS

06 TATA KELOLA BPDPKS

BPDPKS GOVERNANCE
188 Tata Kelola BPDPKS
BPDPKS Governance

189 Komitmen Penerapan Tata Kelola BPDPKS

Commitment to the Implemention BPDPKS
Governance

196 Dewan Pengawas

Supervisory Board

207 Organ Pendukung Dewan Pengawas

Supervisory Board Secretary

215 Direksi
Board of Directors

221 Rapat Gabungan Dewan Pengawas dan

Direksi
Joint Meeting of Supervisory Board and Board of
Directors

222 Hubungan Afiliasi

Affiliate Relationship

7
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Ikhtisar Kinerja
2020
2020 Performance
Highlights
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Kinerja Program Peremajaan Sawit Rakyat 2020

Performance of the 2020 People's Palm Oil Replanting Program
BPDPKS berkomitmen untuk memperkuat sektor
kelapa sawit nasional melalui meningkatkan program
Peremajaan Sawit Rakyat (PSR) dan penerapan Good
Agricultural Practices (GAP) di tingkat petani. Langkah
tersebut ditempuh sebagai bagian dari program utama
yang dijalankan saat ini, sesuai harapan pemerintah
untuk memperkuat program PSR. Pada tahun 2020
BPDPKS telah melaksanakan PSR ke area lahan seluas
94.033 ha yang dimiliki oleh 40.707 Pekebun. Hal ini
berhasil meningkatkan penyaluran dana untuk PSR
sebesar Rp2,67 triliun.
BPDPKS is committed to strengthening the national
palm oil sector through improving the People's Palm
Oil Replanting (PSR) program and the implementation
of Good Agricultural Practices (GAP) at the farmer
level. This step was taken as part of the current main
program, in line with the government's expectation to
strengthen the PSR program. In 2020, BPDPKS has
implemented PSR to a land area of 94,033
​​ ha owned by
40,707 farmers. This has succeeded in increasing the
distribution of funds for PSR by Rp2.67 trillion.

Realisasi Luas Lahan PSR Per Provinsi 2020

Realization of PSR Land Area Per Province 2020

14% Provinsi Lain

Aceh 16%
4% Sulawesi Selatan
Sumatra Selatan 13%
5% Bengkulu
Sumatra Utara 12%
6% Kalimantan Barat
Riau 9%
6% Jambi
Sulawesi Barat 8%
6% Kalimantan Tengah

Luas Lahan 2020

Dana Tersalur 2020 Jumlah Perkebun 2020
Land Area 2020
Disbursed Fund 2020 Number of Plantations

Rp
2,67 94.033 40.707
Triliun | Trillion Ha

Jumlah Luas Lahan dan Jumlah Pekebun

Total Land Area and Number of Planters

22.435 22.796

15.565

12.834

9.717 10.027
8.966 Luas Lahan
6.667 (Ha)
1.726 5.473
5.492 4.219
3.733 Jumlah
2.457 1.886 Pekebun (Org)
747
0 0 0 0

Jan Feb Mar Apr May Jun Jul Agu Sep Okt Nov Dec

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Manfaat Program
Program Benefits

Meningkatkan Produktivitas Menjalankan Praktik Memperbaiki Tata Ruang

dan Kualitas TBS Berkebun yang Baik (GAP) Perkebunan
Increase productivity and Implementing Good Improve Plantation Spatial
quality of FFB Agricultural Practices (GAP) Planning

Realisasi Penyaluran Dana PSR

Realization of PSR Fund Distribution

Kaltara
- Ha
Aceh
15.399 Ha

Sumut
10.247 Ha
Kaltim
1.312 Ha
Riau
3.501 Ha Kalbar
Sumbar 5.580 Ha
3.301 Ha Jambi Sulteng
1.256 Ha
5.853 Ha Kalteng
Babel
6.267 Ha
425 Ha Sulbar Papua Barat
Sumsel Kalsel 1.700 Ha
Bengkulu 12.224 Ha 1.609 Ha 7.618 Ha
4.523 Ha
Sultra Papua
Lampung Sulsel
1.040 Ha 398 Ha
1.721 Ha 3.460 Ha

Banten
646 Ha

Kinerja Program Peremajaan Sawit Rakyat 2020

Performance of the 2020 People's Palm Oil Replanting Program

673 648

22.435 22.796

15.565 321
12.834 269
9.717 10.027
8.966 Luas Lahan
165 127
6.667 (Ha)
1.726 5.473
5.492 4.219
3.733 Jumlah
2.457 1.886 Pekebun (Org)
747
0 0 0 0

Jan Feb Mar Apr May Jun Jul Agu Sep Okt Nov Dec

11
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Peta Sebaran Pengembangan SDM Sawit

Distribution Map of Palm Oil HR Development
BPDPKS menjalankan program pengembangan BPDPKS perform a human resource development
sumber daya manusia perkebunan kelapa sawit yang program for palm oil plantations which is intended
dimaksudkan untuk meningkatkan pengetahuan, to increase knowledge, skills, professionalism,
keterampilan, profesionalisme kemandirian dan independence, and competitiveness as well as to
berdaya saing serta untuk meningkatkan kemampuan improve technical, managerial, and entrepreneurial
teknis, manajerial dan kewirausahaan. Total kelas abilities. The total training classes that have been
pelatihan yang telah dilaksanakan pada tahun 2020 carried out in 2020 are as follows:
adalah sebagai berikut:

Program Pendidikan
Education Programs
Program Pelatihan
Training Program
2.605 6
Total Mahasiswa Perguruan
D1 1.450 Petani Farmer 1.450 5.878 Penerima Beasiswa Tinggi
Total Students of Scholarship Recipients Universities
D3 920 Masyarakat 920 3.300
Umum

9.178 21
D4 235 Public General

STIPAP
Total SDM Provinsi
120 Mhs yang Dilatih Provinces
Riau
13 Kelas Total HR Trained

213
Kaltara
Poltek Kampar
1 Kelas
165 Mhs
Kalbar Total Kelas
Sumut 5 Kelas
15 Kelas Kaltim Pelatihan
Jambi 13 Kelas Total Training Classes
7 Kelas
Sumbar
3 Kelas Sulteng
Kalteng Sulbar
Sumsel 17 Kelas 4 Kelas 2 Kelas
9 Kelas
Bengkulu Kalsel Sulsel Papua
Sultra
1 Kelas 10 Kelas 5 Kelas 1 Kelas
ITSB 1 Kelas
25 Mhs Papua Barat
Lampung
AKPY 1 Kelas
5 Kelas
1.150 Mhs
CWE
660 Mhs

LPP Yogya
485 Mhs

81,36 % Rp
24 triliun
trillion

Capaian persepsi positif media tentang sawit di BPDPKS mencatatkan pendapatan dari kegiatan
media massa pada tahun 2020 sebesar 81,36%, penghimpunan dan pengelolaan dana masyarakat sawit
lebih tinggi dibandingkan target sebesar 50%. sebesar Rp24 triliun pada tahun 2020.
The achievement of positive media perceptions BPDPKS recorded revenues from the collection and
about palm oil in the mass media in 2020 was management of palm oil community funds in the
81.36%, higher than the target of 50%. amount of Rp24 trillion in 2020.

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Penelitian dan Pengembangan Perkebunan Kelapa Sawit

Oil Palm Plantation Research and Development
Selama kurun waktu 2016 - 2020 BPDPKS telah During the period of 2016 – 2020, BPDPKS has
melaksanakan Program Pendanaan Pengembangan implemented a Palm Oil Development Funding Program
Sawit dengan bidang penelitian dan pengembangan with research and development fields covering
yang mencakup Bioenergi, Budidaya, Pangan dan Bioenergy, Cultivation, Food and Health, Oleochemicals
Kesehatan, Oleokimia dan Biomaterial, Pasca Panen and Biomaterials, Post-Harvest and Processing, Socio-
dan Pengolahan, Sosial Ekonomi, Bisnis, Manajemen, Economic, Business, Management, Markets and ICT
Pasar dan TIK serta Lingkungan. Berikut rincian as well as Environment. The following are the details
program penelitian dan pengembangan perkebunan of the research and development program for palm oil
kelapa sawit pada tahun 2020: plantations in 2020:

256 158 5
Research Publication Books

501 184 40
Researcher Contract R&D Institution

Aceh
1 Kontrak
Riau
40
Sumut 5 Kontrak Kaltim Patent
14 Kontrak 3 Kontrak
Kalbar
4 Kontrak
Sumbar
Sulteng
5 Kontrak
Jambi 1 Kontrak
3 Kontrak
Kalteng Kalsel
Sumsel 1 Kontrak 5 Kontrak
3 Kontrak
Bengkulu
2 Kontrak
Lampung DKI Jakarta
5 Kontrak 13 Kontrak Jateng
1 Kontrak
Banten
12 Kontrak
Jatim
Jabar 2 Kontrak
73 Kontrak Yogyakarta
15 Kontrak

Rp
34,3 miliar
billion
Dana promosi kelapa sawit nasional
National palm oil promotion fund

Rp
12,4
Total asset BPDPKS pada tahun 2020 sebesar 12,4
triliun
trillion
Rp
3,5 triliun
trillion

Liabilitas BPDPKS mengalami peningkatan signifikan

triliun. sebesar 1.179,0% dari Rp276,5 miliar pada tahun 2019
BPDPKS total assets in 2020 in the amount of Rp12.4 menjadi Rp3,5 triliun pada tahun 2020.
trillion. BPDPKS liabilities increased significantly by 1,179.0%
from Rp276.5 billion in 2019 to Rp3.5 trillion in 2020.

13
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Sumber Daya Manusia

Human Resources

91 % karyawan memenuhi standar kompetensi jabatan

employees meet job competency standards

BPDPKS memiliki SDM yang berkompeten dan
berkinerja tinggi. Hal tersebut berdasarkan pengukuran
persentase pejabat dan pegawai yang telah memenuhi
standar kompetensi jabatan yang dilakukan secara
berkala satu tahun sekali.
BPDPKS has competent and high-performing HR.
This is based on the measurement of the percentage
of officials and employees who have met the position
competency standards which is carried out regularly
once a year.

14
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
 Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Tata Kelola yang Baik

Good Governance

Berdasarkan indeks ketepatan waktu penyelesaian

kebijakan/ peraturan sesuai rekomendasi aparat
Komitmen implementasi good governance
pemeriksa dan/ atau pembina, pada tahun 2020
BPDPKS antara lain terkait dengan penyediaan
telah mencapai skala 4.
layanan informasi secara transparan kepada
Based on the index of timeliness of policies/
pekebun sawit rakyat, penyusunan dokumen
regulations completion according to the
perencanaan kebijakan yang berkualitas,
recommendations of the examining apparatus and/
pengelolaan dana perkebunan kelapa sawit
or supervisors, in 2020 it has reached the scale of 4.
yang akuntabel, dan penerapan manajemen
risiko yang matang.
The commitment to implementing BPDPKS' good
governance is related to the provision of transparent
information services to palm oil farmers, the
preparation of quality policy planning documents,
BPDPKS senantiasa melakukan pemutakhiran
accountable management of palm oil plantation
dan penyempurnaan atas kelengkapan prosedur
funds, and the implementation of sound risk
dan kebijakan dalam penerapan good governance.
management.
BPDPKS continuously updates and improves the
completeness of procedures and policies in the
implementation of good governance.

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Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Ikhtisar Kinerja Keuangan dan Operasional

Financial and Operational Performance Highlights

Laporan Posisi Keuangan dalam juta Rp | in millions of Rp

. Financial Statement Accounting

Uraian YoY 2019-2020

2020 2019 2018 2017 2016
. Description % Rp
Aset Lancar (37,5%) (6.821.554) 11.387.794 18.209.348 20.959.252 11.851.160 5.757.641
. Current Assets

Aset Tidak Lancar (4,7%) (440) 8.989 9.429 12.182 14.709 15.094
. Non-current Assets

Aset (33,8%) (6.321.994) 12.396.783 18.718.777 20.971.434 11.865.868 5.772.735

. Assets

Liabilitas Jangka Pendek 1.179,0% 3.259.534 3.536.011 276.477 859.192 879.714 620.093
. Current Liabilities

Liabilitas 1.179,0% 3.259.534 3.536.011 276.477 859.192 879.714 620.093

. Liabilities

Ekuitas (52,0%) (9.581.528) 8.860.772 18.442.300 11.006.676 20.091.720 16.007.802

. Equity

Laporan Operasional dalam juta Rp | in millions of Rp

. Operational Statement Reports

Uraian YoY 2019-2020

2020 2019 2018 2017 2016
. Description % Rp

Pendapatan 1.505,4% 22.505.688 24.000.661 1.494.973 15.422.257 14.782.737 12.321.205

. Income

Beban (691,7%) (29.356.984) (33.601.167) (4.244.183) (6.337.214) (10.946.739) (11.577.230)

. Expenses

Pengembalian setoran dari - - - - - 2.000.000 -

kas negara
Refund of deposits from the state
.

treasury

Surplus/(Defisit) dari (249,3%) (6.854.296) (9.603.507) (2.749.211) 9.085.044 5.835.998 (1.259.052)

Kegiatan Operasional
Surplus/(Deficit) from Operational
.

Activities

Pendapatan Kegiatan Non 722,6% 19.308 21.980 2.672 - - -

Operasional Lainnya
Income from Other Non-
.

Operational Activities

Beban dari Kegiatan Non 0,0 0 (2) (2) - - -

Operasional
Expense from Non-Operational
.

Activities

Jumlah Surplus (Defisit) 723,1% 19.308 21.978 2.670 - - -

Kegiatan Non-Operasional
Total Surplus (Deficit) of Non-
.

Operational Activities

Surplus (Defisit) Tahun (613,0%) (16.834.988) (19.581.528) (2.746.540) - - -

Berjalan
. Surplus (Deficit) for the Year

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Laporan Arus Kas dalam juta Rp | in millions of Rp

. Statement of Cash Flows

YoY 2019-2020
Uraian | Description 2020 2019 2018 2017 2016
% Rp
Arus kas bersih (digunakan (59,7%) (2.609.297) (6.981.165) (4.371.868) 8.804.099 4.021.710 1.303.612
untuk)/diperoleh dari
aktivitas operasi
Net cash flows (used for)/provided
.

from operating activities

Arus kas bersih diperoleh dari (755,0%) (2.574) (2.915) (341) 8.931.785 (8.563.899) 3.945.124
(digunakan untuk) aktivitas
investasi
Net cash provided from (used for)
.

investing activities

Arus kas bersih (digunakan - - - - - 2.000.000 (2.000.000)

untuk) aktivitas pendanaan
Net cashflow (used for) financing
.

activities

Arus kas bersih (digunakan 19,3% 2.675 16.526 13.851 - - -

untuk) transitoris
. Net cash flow (used for) transitory

Kenaikan/(penurunan) bersih (59,9%) (2.609.196) (6.967.555) (4.358.358) 17.735.883 (2.542.189) 3.248.735

pada kas dan setara kas
Net increase /(decrease) in cash
.

and cash equivalents

Kas dan setara kas pada awal (20,8%) (4.358.358) 16.564.444 20.922.802 3.186.919 5.729.108 2.480.373
tahun
Cash and cash equivalents at the
.

beginning of the year

Kas dan Setara Kas pada (42,1%) (6.967.555) 9.596.889 16.564.444 20.922.802 3.186.919 5.729.108
akhir tahun
Cash and cash equivalents at the
.

end of the year

17
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Grafik Kinerja Keuangan dan Operasional

Financial and Operational Performance Graph

Aset dalam juta Rp Aset Lancar dalam juta Rp

in million Rp in million Rp
Assets Current Assets

20.971.434 20.959.252

18.718.777 18.209.348

12.396.783 11.851.160
11.865.868 11.387.794

5.772.735 YoY 5.757.641 YoY

(33,8%) (37,5%)

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Aset Tidak Lancar dalam juta Rp Liabilitas dalam juta Rp

in million Rp in million Rp
Non-current Assets Liabilities

15.094 3.536.011
14.709

12.182

9.429 YoY
8.989
1.179%

YoY 879.714 859.192

(4,7%)
620.093
276.477

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Ekuitas dalam juta Rp Pendapatan dalam juta Rp

in million Rp in million Rp
Equity Income
24.000.661

20.091.720
18.442.300

16.007.802
15.422.257 YoY
14.782.737 1.505%
12.321.205
11.006.676
8.860.772

YoY
(52,0%)

1.494.973

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

18
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Beban dalam juta Rp Pendapatan Kegiatan dalam juta Rp

in million Rp in million Rp
Expenses Non Operasional
Lainnya
Income from Other
Non-Operational Activities
21.980

(4.244.183)
(6.337.214) YoY
722,6%
(10.946.739)
(11.577.230)

YoY
(691,7%)

2.672
(33.601.167)
- - -

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Beban dari Kegiatan dalam juta Rp Kenaikan/(penurunan) dalam juta Rp

in million Rp in million Rp
Non Operasional bersih pada kas dan
Expense from Non- setara kas
Operational Activities Net increase /(decrease) in cash
and cash equivalents

17.735.883

(2) (2)
3.248.735
YoY
YoY (59,9%)
0,0%

(2.542.189)
(4.358.358)
- - - (6.967.555)

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Kas dan setara kas dalam juta Rp Kas dan Setara Kas dalam juta Rp
in million Rp in million Rp
pada awal tahun pada akhir tahun
Cash and cash equivalents Cash and cash equivalents
at the beginning of the year at the end of the year

20.922.802
20.922.802

16.564.444
16.564.444

YoY 9.596.889
(20,8%)
5.729.108 5.729.108
YoY
2.480.373 3.186.919 3.186.919 (42,1%)

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

19
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Laporan
Manajemen
Management Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Laporan Dewan Pengawas

Report from Supervisory Board

Dewan Pengawas berkomitmen

melaksanakan tugas pengawasan
dan pemberian saran dengan lebih
baik dan mengajak seluruh pihak yang
terkait untuk terus berkontribusi dalam
mendukung kinerja keberlanjutan
BPDPKS yang lebih baik di masa depan.

The Supervisory Board is committed to carrying

out its supervisory duties and providing advice
better and invites all related parties to continue
contribute to supporting a better BPDPKS
sustainability performance in the future.

Evita H Legowo
Ketua Dewan Pengawas
Chairman of the Supervisory Board

22
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Assalamualaikum Warahmatullahi Wabarakatuh,
Kepada pemangku kepentingan yang terhormat,
dengan memanjatkan puji dan syukur kehadirat Tuhan
Yang Maha Esa, BPDPKS dapat melalui tahun 2020 yang
penuh tantangan dengan capaian kinerja yang baik.
Dalam rangka pelaksanaan tugas Dewan Pengawas
Badan Pengelola Dana Perkebunan Kelapa Sawit
(BPDPKS) Tahun 2020, bersama ini kami sampaikan
laporan Tahun 2020 dari Dewan Pengawas BPDPKS
berdasarkan KMK nomor 605/KMK.05/2019 tanggal 1
Agustus 2019, KMK nomor 259/KMK.05/2020 tanggal
19 Mei 2020 dan KMK nomor 499/KMK.05/2020
tanggal 4 November 2020. Laporan tersebut adalah
sebagai berikut. Dalam tahun 2020, anggota Dewan
Pengawas 2 kali berganti berdasarkan 3 KMK di atas.
Dewan Pengawas mengapresiasi kerja keras dan
pencapaian Direksi, seluruh pegawai BPDPKS dan
para pemangku kepentingan lainnya atas peran serta
dan dukungan yang telah diberikan di sepanjang tahun
2020. Dewan Pengawas berkomitmen melaksanakan
tugas pengawasan dan pemberian saran dengan
lebih baik dan mengajak seluruh pihak yang terkait
untuk terus berkontribusi dalam mendukung kinerja
keberlanjutan BPDPKS yang lebih baik di masa depan.
Pendahuluan
Latar Belakang
Berdasarkan Keputusan Menteri Keuangan nomor
650/KMK.05/2015, BPDPKS telah ditetapkan sebagai
instansi Pemerintah yang menerapkan pengelolaan
keuangan Badan Layanan Umum (BLU). Sebagai BLU,
maka BPDPKS wajib menerapkan azas akuntabilitas
sebagai bagian dari pelaksanaan good governance.
Sehubungan dengan hal tersebut, Dewan Pengawas
BPDPKS menyusun Laporan Kerja Dewan Pengawas
Tahun 2020, yang menjadi bagian dari Laporan
tahunan BPDPKS. Laporan Semester I dan Laporan
Semester II tahun 2020 Dewan Pengawas juga sudah
disampaikan kepada Komite Pengarah BPDPKS dan
Menteri Keuangan sebagai Pembina Teknis. Di dalam
laporan ini disampaikan pencapaian kinerja dan hasil
pengawasan beserta rekomendasinya.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Assalamualaikum Warahmatullahi Wabarakatuh,
To our valued stakeholders, by extending our
gratitude to the presence of God Almighty, BPDPKS
was able to go through the challenging 2020 with
good performance achievements. In order to carry
out Supervisory Board duties of Pengawas Badan
Pengelola Dana Perkebunan Kelapa Sawit (BPDPKS)
in 2020, we hereby submit the 2020 report from
BPDPKS Supervisory Board based on KMK number
605/KMK.05/2019 dated August 1, 2019, KMK
number 259/KMK. 05/2020 dated May 19, 2020, and
KMK number 499/KMK.05/2020 dated November 4,
2020. The report is as follows: in 2020, the members
of the Supervisory Board changed 2 times based on
the 3 KMK above.
The Supervisory Board appreciates the hard work
and achievements of the Board of Directors, all
BPDPKS employees, and other stakeholders for
their participation and support that has been given
throughout 2020. The Supervisory Board is committed
to carrying out its supervisory duties and providing
advice better and invites all related parties to continue
contribute to supporting a better BPDPKS sustainability
performance in the future.
Foreword
Background
Based on the Decree of the Minister of Finance Number
650/KMK.05/2015, BPDPKS has been designated as
a Government agency that implements the financial
management of Public Service Agency (BLU). As
a BLU, BPDPKS is obliged to apply the principle of
accountability as part of the implementation of good
governance. In this regard, BPDPKS Supervisory Board
prepares the Supervisory Board Work Report 2020,
which is part of the BPDPKS Annual report. The 1st and
2nd Semester Report of 2020 has also been submitted
to the BPDPKS Steering Committee and the Minister
of Finance as Technical Supervisor. In this report,
performance achievements and monitoring results are
presented as well as recommendations.
23
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Struktur Dewan Pengawas Badan Structure of the Supervisory Board of Badan

Pengelola Dana Perkebunan Kelapa Sawit
Berdasarkan Keputusan Menteri Keuangan Nomor
605/KMK.05/2019 tanggal 1 Agustus 2019 tentang
pembentukan Dewan Pengawas pada Badan Layanan
Umum Badan Pengelola Dana Perkebunan Kelapa
Sawit, struktur anggota Dewan Pengawas pada periode
Januari - Mei Tahun 2020 adalah sebagai berikut:
Pengelola Dana Perkebunan Kelapa Sawit
Based on the Decree of the Minister of Finance Number
605/KMK.05/2019 dated August 1, 2019 regarding the
formation of the Supervisory Board at the Public Service
Agency for Badan Pengelola Dana Perkebunan Kelapa
Sawit, the structure of the members of the Supervisory
Board for the period of January - May 2020 are as follows:

No. Nama | Name Jabatan | Position Instansi | Institution

1. Rusman Heriawan Ketua sekaligus anggota | Chairman and member Profesional | Professional

2. Musdhalifah Machmud Anggota | Member Kementerian Koordinator Bidang Perekonomian |

Coordinating Ministry for Economic Affairs

3. Heru Pambudi Anggota | Member Kementerian Keuangan | Ministry of Finance

4. Djoko Siswanto Anggota | Member Kementerian ESDM | Ministry of Energy and Mineral
Resources

5. Kasan Muhri Anggota | Member Kementerian Perdagangan | Ministry of Trade

6. Achmad Sigit Dwiwahjono Anggota | Member Kementerian Perindustrian | Ministry of Industry

7. Kasdi Subagyono Anggota | Member Kementerian Pertanian | Ministry of Agriculture

8. Loso Judijanto Anggota | Member Profesional | Professional

9. Joko Supriyono Anggota | Member Profesional | Ketua Umum GAPKI | Professional |

Chairman of GAPKI

Pada tanggal 19 Mei 2020 terjadi pergantian 1 orang On May 19, 2020 there was a change of 1 member of
anggota Dewan Pengawas yang merepresentasikan the Supervisory Board representing the Ministry of
Kementerian Perindustrian. Dengan demikian Industry. Thus, the composition of the members of the
komposisi anggota Dewan Pengawas selama periode Supervisory Board for the period of May - June 2020
Mei - Juni tahun 2020 adalah sebagai berikut: are as follows:

No. Nama | Name Jabatan | Position Instansi | Institution

1. Rusman Heriawan Ketua sekaligus anggota | Chairman and member Profesional | Professional

2. Musdhalifah Machmud Anggota | Member Kementerian Koordinator Bidang Perekonomian |

Coordinating Ministry for Economic Affairs

3. Heru Pambudi Anggota | Member Kementerian Keuangan | Ministry of Finance

4. Djoko Siswanto Anggota | Member Kementerian ESDM | Ministry of Energy and Mineral
Resources

5. Kasan Muhri Anggota | Member Kementerian Perdagangan | Ministry of Trade

6. Abdul Rochim Anggota | Member Kementerian Perindustrian | Ministry of Industry

7. Kasdi Subagyono Anggota | Member Kementerian Pertanian | Ministry of Agriculture

8. Loso Judijanto Anggota | Member Profesional | Professional

9. Joko Supriyono Anggota | Member Profesional | Ketua Umum GAPKI | Professional |

Chairman of GAPKI

24
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Dewan Pengawas BPDPKS periode 2020-2025
ditetapkan berdasarkan Keputusan Menteri Keuangan
nomor 499/KMK.05/2020 tanggal 4 November 2020
tentang Pembentukan Dewan Pengawas pada Badan
Layanan Umum Badan Pengelola Dana Perkebunan
Kelapa Sawit. Susunan keanggotaan Dewan Pengawas
BPDPKS sebagai berikut:
BPDPKS Supervisory Board for the period of 2020-
2025 was determined based on the Decree of the
Minister of Finance Number 499/KMK.05/2020 dated
November 4, 2020 regarding the Establishment of the
Supervisory Board at the Public Service Agency of
Badan Pengelola Dana Perkebunan Kelapa Sawit. The
membership structure of the BPDPKS Supervisory
Board are as follows:

Nama | Name
No. Jabatan | Position Instansi | Institution

1. Evita H. Legowo Ketua sekaligus anggota | Chairman and member Profesional | Professional

2. Musdhalifah Machmud Anggota | Member Kementerian Koordinator Bidang Perekonomian |

Coordinating Ministry for Economic Affairs

3. Heru Pambudi Anggota | Member Kementerian Keuangan | Ministry of Finance

4. Kasdi Subagyono Anggota | Member Kementerian ESDM | Ministry of Energy and Mineral
Resources

5. Indrasari Wisnu Wardana Anggota | Member Kementerian Perdagangan | Ministry of Trade

6. Abdul Rochim Anggota | Member Kementerian Perindustrian | Ministry of Industry

7. Dadan Kusdiana Anggota | Member Kementerian Pertanian | Ministry of Agriculture

8. Joko Supriyono Anggota | Member Profesional | Ketua Umum GAPKI | Professional |

Chairman of GAPKI

9. Taufik Mappaenre Anggota | Member Profesional | Professional

Dalam pelaksanaan tugasnya, Dewan Pengawas In carrying out its duties, the Supervisory Board
dilengkapi perangkat Komite Audit sebagai berikut: is equipped with the following Audit Committee
instruments:
1. Taufik Mappaenre : Ketua 1. Taufik Mappaenre : Chairman
2. Lupi Hartono : Anggota 2. Lupi Hartono : Member
3. Ronny Rusli : Anggota 3. Ronny Rusli : Member

Selain Komite Audit, Dewan Pengawas juga dibantu In addition to the Audit Committee, the Supervisory
oleh Sekretariat Dewan Pengawas dengan susunan Board is also assisted by the Secretariat of the
sebagai berikut: Supervisory Board with the following composition:
1. Reni Kustiari : Sekretaris Dewan Pengawas/Ketua 1. Reni Kustiari : Secretary of the Supervisory
Sekretariat Board/Secretariat Chairman
2. Nency Febrina : Anggota Sekretariat 2. Nency Febrina : Secretariat Member
(Kemenko Perekonomian) (Coordinating Ministry for the Economy)
3. Suhartanto : Anggota Sekretariat 3. Suhartanto : Secretariat Member
(Kementerian Keuangan) (Ministry of Finance)
4. Wiliater L. Batubara : Anggota Sekretariat 4. Wiliater L. Batubara : Secretariat Member
(Kementerian Perdagangan) (Ministry of Trade)
5. Antares M. Prawira : Anggota Sekretariat 5. Antares M. Prawira : Secretariat Member
(Kementerian Pertanian) (Ministry of Agriculture)

25
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Reviu Rencana Strategis dan BPDPKS Strategic and Business
Bisnis BPDPKS Tahun 2020-2024 Plan Review 2020-2024
BPDPKS telah memiliki Rencana Strategis dan Bisnis
(RSB) BPDPKS 2020 - 2024, yang mulai berlaku efektif
sejak ditandatangani oleh Ketua Dewan Pengawas pada
bulan Desember 2019. Pada hakikatnya, semua RBA
Tahunan yang disusun dan dilaksanakan oleh Direksi
BPDPKS dari waktu ke waktu perlu mengacu pada
RSB BPDPKS 2020-2024 tersebut. Dewan Pengawas
akan memberikan hasil reviu tentang konsistensi dan
komplementari antara RBA BPDPKS dan RSB BPDPKS
pada tahun 2021.
Kondisi BPDPKS
Reviu RBA 2020
Pencapaian RBA tahun 2020 sampai dengan
Semester II tahun 2020 bila dibandingkan dengan
target RBA tahun 2020, seperti dapat dilihat pada
realisasi capaian program yang cukup baik. Hal ini
terlihat dari capaian kinerja organisasi Semester II
tahun 2020 yang mencapai 108,32% (berdasarkan
indikator kinerja BLU). Capaian kinerja yang cukup baik
tersebut disebabkan oleh beberapa faktor, antara lain,
diberlakukannya penyesuaian pungutan ekspor CPO
dan produk turunannya berdasarkan PMK nomor 191/
PMK.05/2020 yang diundangkan tanggal 3 Desember
2020, jumlah riset yang dikelola, dan tindak lanjut
program kemitraan BPDPKS. Target penyaluran
dana untuk program sarana prasarana belum dapat
dijalankan oleh BPDPKS dikarenakan regulasi terkait
program sarana dan prasarana baru terbit pada bulan
September 2020 dan sedang dilakukan sinkronisasi.
Untuk menjaga keberlangsungan BPDPKS serta
mendorong kinerja yang lebih sesuai dengan maksud
didirikannya BPDPKS serta harapan stakeholders,
maka kami laporkan hal-hal sebagai berikut:
1. Realisasi rata-rata harga CPO hingga akhir tahun
2020 sekitar US$712/MT, sedangkan target rata-
rata harga CPO adalah sebesar US$570/MT
sehingga terdapat deviasi positif sebesar 24,98%
dari target yang ditetapkan, atau di luar rentang +/-
15%. Untuk kasus seperti ini, meskipun capaiannya
di luar rentang +/- 15%, akan tetapi sesuai dengan
tujuan didirikannya BPDPKS agar berperan menjaga
stabilitas harga CPO di level yang tinggi sebagai
produk unggulan nasional Indonesia, sehingga
deviasi positif 24,98% ini dinilai kurang sesuai
dan menyebabkan capaian IKU menjadi merah.
Perlu disepakati IKU baru yang lebih proporsional.
Persentase volume biodiesel yang disalurkan tidak
dapat mencapai target 85% karena adanya pandemi
covid-19 yang menyebabkan permintaan solar turun
sekitar 15%.
26
Profil BPDPKS
BPDPKS Profile
BPDPKS already has a Strategic and Business Plan
(RBA) 2020 - 2024, which is effective since it was
signed by the Chairman of the Supervisory Board in
December 2019. In essence, all Annual RBAs drawn up
and implemented by the Board of Directors from time
to time must refers to RSB BPDPKS 2020-2024. The
Supervisory Board will provide the results of a review
on the consistency and complementarity between the
RBA BPDPKS and RSB BPDPKS in 2021.
BPDPKS Condition
RBA Review 2020
The achievement of RBA in 2020 until the 2nd Semester
of 2020 when compared to the RBA target in 2020, as
seen in the realization of program achievements were
respectable. This can be perceived from the achievement
of the 2nd Semester of 2020 organizational performance
which reached 108.32% (based on BLU performance
indicators). This relatively good performance was caused
by several factors, including the implementation of an
adjustment to the export levy on CPO and its derivative
products based on PMK Number 191/PMK.05/2020 which
was promulgated on December 3, 2020, the amount of
research managed, and the follow-up to the BPDPKS
partnership program. The target for fund disbursement for
the infrastructure program has not been able to be carried
out by BPDPKS because the regulations related to the
new facilities and infrastructure program were issued in
September 2020 and are being synchronized. To maintain
the sustainability of BPDPKS and encourage performance
that is more in line with the purpose of establishing
BPDPKS and the expectations of stakeholders, we report
the following:
1. The realization of the average CPO price until the
end of 2020 was around US$712/MT, while the
target average CPO price was US$570/MT so there
was a positive deviation of 24.98% from the set
target, or outside the +/- 15% range. For cases like
this, even though the achievement is outside the +/-
15% range, it is in accordance with the purpose of
establishing BPDPKS to play a role in maintaining
CPO price stability at a high level as Indonesia’s
national superior product, thus this positive deviation
of 24.98% is considered unfitting and causes the
KPI achievement to be red. It is necessary to agree
on a new, more proportional KPI. The percentage of
biodiesel volume distributed could not reach the
target of 85% due to the COVID-19 pandemic which
caused diesel demand to fall by around 15%.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
2. Permohonan dana untuk program penyaluran
biodiesel yang sudah disalurkan sampai dengan
31 Desember 2020 sudah mencapai Rp28,323
triliun, yang sudah dibayarkan sebesar Rp28,096
triliun. Hal ini karena kondisi harga CPO relatif
tinggi dan harga produk minyak bumi acuan relatif
rendah sehingga menuntut penyediaan dana untuk
program insentif biodiesel yang sangat besar dan
saldo kas akhir yang tersedia pada akhir tahun 2020
sebesar Rp9,56 triliun termasuk dana cadangan
sebesar Rp3,648 triliun.
3. Untuk mendorong kinerja BPDPKS agar sesuai dengan
yang diharapkan oleh para stakeholders, khususnya
program-program unggulan yang berkaitan langsung
dengan pekebun kelapa sawit seperti:
ƒ Program sarana dan prasarana perkebunan
kelapa sawit yang ditargetkan sebesar Rp
200 miliar seharusnya dapat dijalankan oleh
BPDPKS bekerja sama dengan seluruh pihak
yang terkait. Pedoman teknis program sarana
dan prasarana telah diterbitkan melalui
Keputusan Direktur Jenderal Perkebunan nomor
273/Kpts/HK.160/9/2020 tanggal 2 September
2020. Diharapkan dengan adanya pedoman
teknis yang telah disinkronisasi, program sarana
prasarana dapat dijalankan.
ƒ Program pengembangan SDM Sawit terutama
yang terkait langsung dengan petani sawit telah
tersedia pedoman teknis melalui Keputusan
Direktur Jenderal Perkebunan nomor 318/Kpts/
OT.050/11/2020 tanggal 2 November 2020.
Diharapkan dengan adanya pedoman teknis yang
telah disinkronisasi, program pengembangan SDM
dapat dijalankan dan meningkatkan kapasitas
petani.
ƒ Program Peremajaan Sawit Rakyat, yang
belum dapat mencapai target, perlu dilakukan
pembahasan lebih lanjut untuk dapat
menyelesaikan beberapa kendala yang ada,
seperti legalitas lahan (koordinasi bersama
dengan KLHK dan BPN), verifikasi, kemitraan,
dan perlunya penyempurnaan regulasi.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
2. The application for funds for the biodiesel
distribution program that has been distributed until
December 31, 2020 has reached Rp28.323 trillion,
of which Rp28.096 trillion has been paid. This is due
to the relatively high price of CPO and the relatively
low price of reference petroleum products, which
requires the provision of large amounts of funds
for the biodiesel incentive program and the final
cash balance available at the end of 2020 of Rp9.56
trillion, including reserve funds of Rp3.648 trillion.
3. To encourage BPDPKS performance to be in line
with what is expected by stakeholders, especially
superior programs that are directly related to oil
palm farmers such as:
ƒ The palm oil plantation facilities and
infrastructure program, which is targeted
at Rp200 billion, should be implemented
by BPDPKS in collaboration with all related
parties. Technical guidelines for the facilities
and infrastructure program have been issued
through the Decree of the Director General of
Plantations Number 273/Kpts/HK.160/9/2020
dated September 2, 2020. It is expected that
with the synchronized technical guidelines, the
infrastructure program can be implemented.
ƒ The Palm Oil HR development program,
especially those directly related to palm oil
farmers, has provided technical guidelines
through the Decree of the Director General of
Plantations Number 318/Kpts/OT.050/11/2020
dated November 2, 2020. It is hoped that
with the synchronized technical guidelines,
the development program HR can be run and
increase the capacity of farmers.
ƒ The People’s Palm Oil Rejuvenation Program,
which has not yet reached the target, needs
further discussion to be able to resolve several
existing obstacles, such as land legality
(coordinated with KLHK and BPN), verification,
partnerships, and the need for regulatory
improvements.
27
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Reviu Kinerja Layanan dan Keuangan
Realisasi pencapaian kinerja layanan dan keuangan secara
umum terpenuhi, hanya terdapat beberapa yang masih
di bawah dari target yang ditetapkan, seperti program
pengembangan SDM Sawit. Gambaran pencapaian
kinerja layanan dan keuangan tercermin sebagaimana
pencapaian sasaran strategis yang tergambar pada
Realisasi Capaian Sasaran Strategis berikut ini:
Service and Financial Performance Review
The realization of service and financial performance
achievement is generally has met, there are only a few
that are still below the set targets, such as the Palm
Oil HR development program. The description of the
achievement of service and financial performance is
reflected in the achievement of strategic targets as
illustrated in the following Realization of Achievement
of Strategic Goals:

Realisasi Capaian Sasaran Strategis

. Realization of Strategic Target Achievements

Semester II Tahun 2020

Indikator Kinerja Utama 2nd Semester of 2020
Kode IKU Key Performance Indicators
.

Target Realisasi
.

Target Realization
.

. .

1a-CP Persentase pendapatan dana yang sesuai RBA 100% 290%

. Percentage of RBA-compliant fund income

1b-N Persentase imbal hasil dana kelolaan (lebih besar dari referensi) 100% 116,25%
. Percentage of return on managed funds (greater than reference)

2a-CP Deviasi target harga CPO ±15,00% 24,98%

. CPO price target deviation

2b-N Persentase volume biodiesel yang disalurkan dalam skema pembiayaan BPDPKS 85% 88,39%
. Percentage of biodiesel volume distributed under the BPDPKS financing scheme

3a-N Indeks kepuasan pengguna layanan 3,4 3,55

. Service user satisfaction index

3b-N Indeks implementasi layanan konsultasi call center BPDPKS secara berkualitas dan 3 3,98
tepat waktu
. Quality and timely implementation BPDPKS call center consulting services index

4a-N Indeks ketepatan waktu penyelesaian kebijakan/peraturan sesuai rekomendasi 3 4

aparat pemeriksa dan/atau Pembina
Timeliness of policies/regulations completion in accordance with the recommendations of the
.

examining apparatus and/or supervisors index

5a-N Persentase persepsi positif dari media massa terhadap sawit Indonesia 50% 81,36%
. Percentage of positive perceptions from the mass media towards Indonesian palm oil

6a-N Persentase tindak lanjut program kemitraan 60% 80%

. Percentage of partnership program follow-up

6b-N Persentase penyelesaian kerja sama dalam rangka perluasan pasar ekspor sawit baru 100% 100%
. Percentage of cooperation completion in the context of expanding the new palm oil export market

7a-N Persentase penyaluran dana peremajaan sawit rakyat yang tepat waktu 100% 100%
. Percentage of timely distribution of people’s palm oil rejuvenation funds

7b-N Persentase pengelolaan program pengembangan SDM Sawit 100% 36%

. Percentage of Palm Oil HR development program management

7c-N Persentase penyaluran dana sarana dan prasarana perkebunan kelapa sawit yang 100% N/A
tepat waktu
. Percentage of timely distribution of funds for palm oil plantation facilities and infrastructure

7d-N Jumlah riset yang dikelola 60 72

. Number of researches managed

8a-N Persentase rekomendasi hasil pemeriksaan BPK dan APIP yang telah ditindaklanjuti 89% 100%
. Percentage of recommendations from BPK and APIP inspection results that have been followed up

8b-N Persentase rekomendasi hasil pembinaan dan monev pembina teknis dan Pembina 85% 100%
keuangan yang telah ditindaklanjuti
Percentage of recommendations results of training and monev of technical and financial advisors
.

that have been followed up

28
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Realisasi Capaian Sasaran Strategis

. Realization of Strategic Target Achievements

Semester II Tahun 2020

Indikator Kinerja Utama 2nd Semester of 2020
Kode IKU Key Performance Indicators
.

Target Realisasi
.

Target Realization
.

. .

9a-N Persentase pejabat dan pegawai yang telah memenuhi standar kompetensi jabatan 80% 94%
. Percentage of officials and employees who have met the competency standards of the position

10a-N Persentase kematangan penerapan Manajemen Risiko 75% 97%

. Percentage of Risk Management maturity implementation

11a-N Persentase modernisasi pengelolaan BLU 100% 88,73%

. Percentage of BLU management modernization

12a-N Persentase kualitas pelaksanaan anggaran internal sebagaimana baseline* 95% 95,22%
. Percentage of internal budget implementation quality as baseline*

Capaian Kinerja Organisasi | Organizational Performance Achievements 108,32%

Catatan: NA, karena pada Tahun 2020 program sarana dan prasarana belum dapat direalisasikan
Note: NA, because in 2020 the facilities and infrastructure program cannot be realized yet
.

Hijau | Green Kuning | Yellow Merah | Red Putih | White

100% < X < 120% 80% < X < 100% X < 80% (belum dapat diukur/
(memenuhi ekspektasi) (belum memenuhi ekspektasi) (tidak memenuhi ekspektasi) realisasi bulanan)
Meet expectations Have not meet expectations Did not meet expectations Can not be measured/monthly
realization

Pencapaian Sasaran Kinerja Keuangan Achievement of Financial Performance

Sampai dengan tanggal 31 Desember 2020, capaian
kinerja keuangan pokok BPDPKS sebagaimana yang
telah dilaporkan oleh Direksi kepada Dewan Pengawas
adalah sebagai berikut:
1. Penghimpunan dan pengelolaan dana sebesar
Rp21,24 triliun yang berasal dari pendapatan
pungutan ekspor produk CPO dan turunannya serta
hasil pengelolaan dana perkebunan kelapa sawit;
2. Penyaluran dana PSR sebesar Rp2,67 triliun untuk
areal seluas 94.033 hektar;
3. Penyaluran selisih harga biodiesel yang sudah
dibayarkan sebesar Rp28,096 triliun untuk
volume biodiesel sebanyak 8,428 juta kilo liter dari
permohonan dana sebesar Rp28,323 triliun untuk
biodiesel yang telah disalurkan dan sebagian masih
menunggu verifikasi dari Kementerian ESDM;
4. Penyaluran dana riset Rp72,533 miliar untuk
sebanyak 65 riset yang sedang berjalan;
5. Penyaluran pengembangan SDM Sawit sebesar
Rp46,28 miliar;
6. Penyaluran dana program kemitraan dan promosi
sebesar Rp 34,3 miliar;
7. Penyaluran dana sarana dan prasarana sebesar
Rp305,208 juta, sebatas persiapan dan belum ada
realisasi penyaluran dana sarana dan prasarana;
8. Beban dukungan manajemen sebesar Rp71,562 miliar.
Goals
As of December 31, 2020, the key financial performance
achievements of BPDPKS as reported by the Board of
Directors to the Supervisory Board are as follows:
1. Collecting and managing funds in the amount of
Rp21.24 trillion, originates from export levies on CPO
products and their derivatives as well as proceeds
from the management of palm oil plantation funds;
2. Distribution of PSR funds in the amount of Rp2.67
trillion for an area of 94,033 hectares;
3. Distribution of the difference in the price of biodiesel
that has been paid in the amount of Rp28.096
trillion for biodiesel volume of 8.428 million kilo
liters from the request for funds of Rp28.323 trillion
for biodiesel that has been distributed and some
are still waiting for verification from the Ministry of
Energy and Mineral Resources;
4. Distribution of research funds of Rp72.533 billion
for as many as 65 ongoing researches;
5. Distribution of Palm Oil HR development in the
amount of Rp46.28 billion;
6. Distribution of partnership and promotion program
funds in the amount of Rp34.3 billion;
7. The distribution of facilities and infrastructure
funds in the amount of Rp305,208 million, only
in preparation and there is no realization of the
distribution of facilities and infrastructure funds;
8. Management support expenses in the amount of
Rp71,562 billion.

29
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Surplus dana BPDPKS per 31 Desember 2020 sebesar
Rp5,907 triliun (termasuk dana cadangan sebesar
Rp3,648 triliun). Hal ini disebabkan adanya perubahan
tarif pungutan ekspor CPO dan produk turunannya
sebagaimana diatur dalam Peraturan Menteri Keuangan
nomor 191/PMK.05/2020 yang diundangkan tanggal
3 Desember 2020 dan mulai berlaku pada tanggal 10
Desember 2020.
Antisipasi Dampak Pandemi Covid-19
Untuk mengantisipasi dampak Pandemi Covid-19
beberapa proses bisnis di BPDPKS dilakukan
penyesuaian agar tidak terjadi hambatan dalam
pelaksanaan program. Hal-hal yang dilakukan antara
lain adalah sebagai berikut:
1. Pembahasan dan penandatanganan 3 pihak dalam
rangka penyaluran dana PSR antara BPDPKS, Bank
Mitra serta Koperasi Pekebun dilaksanakan secara
daring dan sirkuler.
2. Penandatanganan penelitian dan pengembangan
kelapa sawit khususnya untuk Grand Riset Sawit
2020 dilakukan secara daring.
3. Pelaksanaan WFH dilakukan sejak PSBB pertama
diberlakukan di DKI Jakarta yaitu tanggal 10 April
2020, yang pengaturannya mengacu pada Surat
Gubernur DKI nomor 33/2020 tanggal 9 April 2020.
Proses pengawasan oleh Dewan Pengawas juga
dilakukan melalui rapat yang diselenggarakan secara
Video Conference sampai kondisi memungkinkan
kembali dilaksanakan secara normal.
Tata Kelola dan Akuntabilitas
Dewan Pengawas sesuai dengan tugas yang
diamanahkan telah melaksanakan tugas pengawasan
melalui mekanisme sebagai berikut:
Rapat Bulanan Dewan Pengawas dengan
Direksi
Rapat internal Dewan Pengawas dilaksanakan sebulan
sekali sebelum Rapat Gabungan dengan Direksi yang
dilaksanakan secara rutin setiap bulan mengacu
pada Program Kerja Dewan Pengawas yang telah
menetapkan fokus diskusi setiap bulan. Dalam rapat
bulanan tersebut dibahas:
1. Tindak lanjut arahan Komite Pengarah seperti
pelaksanaan B30, dampak diberlakukannya
pungutan ekspor produk CPO dan turunannya di
tahun 2020, serta alokasi aset BPDPKS tahun 2021.
2. Keberlangsungan BPDPKS untuk dapat terus
melaksanakan program-program yang diamanahkan.
3. Pencapaian target indikator kinerja utama baik
untuk indikator keuangan maupun indikator
operasional (program) yang menjadi tugas BPDPKS
sebagai dampak adanya Covid-19.
30
Profil BPDPKS
BPDPKS Profile
The surplus of BPDPKS funds as of December 31,
2020 was Rp5.907 trillion (including reserve funds
of Rp3.648 trillion). This is due to a change in tariffs
for export levies on CPO and its derivative products
as stipulated in the Minister of Finance Regulation
Number 191/PMK.05/2020 which was promulgated on
December 3, 2020 and came into effect on December
10, 2020.
Anticipating the Impact of the Covid-19
Pandemic
To anticipate the impact of the Covid-19 Pandemic,
several business processes at BPDPKS were adjusted
so that there were no obstacles in the implementation
of the program. Among the things that have been
completed are the following:
1. Discussion and signing of 3 parties in the context of
distributing PSR funds between BPDPKS, Partner
Banks, and Farmers Cooperatives are carried out
online and circularly.
2. The signing of palm oil research and development,
especially for the 2020 Palm Oil Grand Research,
was carried out online.
3. The implementation of WFH has been carried out
since the first PSBB was implemented in DKI Jakarta
on April 10, 2020, the arrangement of which refers
to the Governor of DKI Letter Number 33/2020
dated April 9, 2020. The supervisory process by
the Supervisory Board is also carried out through
meetings held by Video Conference until conditions
allow it to return to normal.
Governance and Accountability
The Supervisory Board in accordance with the
mandated tasks has carried out its supervisory duties
through the following mechanisms:
Monthly Meeting of the Supervisory
Board with the Board of Directors
The internal meeting of the Supervisory Board is held
once a month before the Joint Meeting with the Board of
Directors which is held regularly every month referring
to the Work Program of the Supervisory Board which
has determined the focus of discussion each month.
During these monthly meeting, it was discussed:
1. Follow-up on the direction of the Steering
Committee such as the implementation of B30, the
impact of the implementation of export levies on
CPO products and their derivatives in 2020, as well
as the allocation of BPDPKS assets in 2021.
2. Sustainability of BPDPKS to be able to continue to
implement the mandated programs.
3. The achievement of the main performance indicator
targets for both financial and operational indicators
(programs) which is the task of BPDPKS as a result
of the Covid-19 outbreak.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
4. Program-program yang belum berjalan seperti
program bantuan sarana dan prasarana BPDPKS
untuk direalisasikan di tahun 2021 dan program
yang masih perlu ditingkatkan realisasinya, seperti
program peremajaan kebun kelapa sawit rakyat.
5. Perubahan kebijakan akuntansi dan proses bisnis
utama sebagai tindak lanjut rekomendasi BPK.
6. Fungsi pengawasan keuangan dilakukan secara
berkala melalui rapat Komite Audit dengan unit
Audit Internal, untuk memastikan pelaksanaan
tindak lanjut temuan/rekomendasi audit auditor
eksternal seperti BPK RI, Itjen Kementerian
Keuangan, monitoring dan evaluasi oleh PPKBLU
dan SMI Ditjen Perbendaharaan, Audit oleh Kantor
Akuntan Publik, rekomendasi Ombudsman serta
monitoring.
7. Aspek tata kelola yang membutuhkan perbaikan,
seperti pengisian jabatan anggota Direksi (Direktur
Kemitraan), dampak regulasi baru bagi BPDPKS
seperti Keputusan Dirjen Perkebunan Nomor 273/
Kpts/HK.160/9/2020 tentang Pedoman Teknis
Sarana dan Prasarana Perkebunan Kelapa Sawit
dan Keputusan Dirjen Perkebunan Nomor 318/
Kpts/OT.050/11/2020 tentang Pedoman Teknis
Pengembangan Sumber Daya Manusia Perkebunan
Kelapa Sawit dalam Kerangka Pendanaan BPDPKS.
Rapat Dewan Pengawas di Luar Rapat
Bulanan
Selain rapat rutin setiap bulan, Dewan Pengawas juga
mengadakan rapat untuk memfasilitasi dan mendorong
pencapaian program-program tertentu. Seperti pada
bulan November 2020 dilakukan Rapat Internal sebanyak
2 (dua) kali untuk membahas rencana kerja dan anggota
Komite Audit. Pada bulan Desember 2020 dilakukan
Rapat Internal sebanyak 2 (dua) kali untuk membahas
program dan mekanisme kerja Dewan Pengawas dan
laporan Komite Audit, pemilihan Kantor Akuntan Publik
(KAP), dan rencana pengisian jabatan Direktur Kemitraan.
Partisipasi pada Kegiatan BPDPKS
Dalam rangka melakukan pengawasan dan pembinaan
atas pelaksanaan tugas pejabat pengelola maka untuk
kegiatan tertentu yang dilakukan BPDPKS, Ketua dan
atau anggota Dewan Pengawas juga berpartisipasi
dalam kegiatan yang berhubungan dengan ruang
lingkup tugas BPDPKS, seperti:
1. Menghadiri undangan Komite Pengarah untuk
membahas berbagai kebijakan yang terkait BPDPKS.
2. Mengikuti kegiatan Capacity Building BPDPKS di
Yogyakarta yang dilaksanakan pada tanggal 20-23
Januari 2020.
3. Menghadiri acara pembahasan prospek pengadaan
bibit sawit Program Sawit Rakyat (PSR) di Medan
yang dilaksanakan pada tanggal 29 Februari – 2
Maret 2020.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
4. Programs that have not been implemented, such as
the BPDPKS facilities and infrastructure assistance
program to be realized in 2021 and programs that
still need to be improved, such as the people’s palm
oil plantation rejuvenation program.
5. Changes in accounting policies and key business
processes as a follow-up to BPK’s recommendations.
6. The financial supervision function is carried out
periodically through Audit Committee meetings with
the Internal Audit unit, to ensure the implementation
of follow-up on audit findings/recommendations
of external auditors such as BPK RI, Inspectorate
General of the Ministry of Finance, monitoring and
evaluation by PPKBLU and SMI of the Directorate
General of Treasury, Audit by Public Accounting Firm,
Ombudsman recommendations and monitoring.
7. Aspects of governance that require improvement,
such as filling in the positions of members of the
Board of Directors (Director of Partnership), the
impact of new regulations for BPDPKS such as
the Decree of the Director General of Plantations
Number 273/Kpts/HK.160/9/2020 regarding
Technical Guidelines for Palm Oil Plantation
Facilities and Infrastructure, and the Decree of
the Director General Plantation Number 318/Kpts/
OT.050/11/2020 regarding Technical Guidelines for
the Development of Human Resources for Palm Oil
Plantations in the Funding Framework of BPDPKS.
Supervisory Board Meetings Outside of
Monthly Meetings
In addition to regular monthly meetings, the Supervisory
Board also holds meetings to facilitate and encourage
the achievement of certain programs. As in November
2020, 2 (two) Internal Meetings were held to discuss
work plans and members of the Audit Committee. In
December 2020, 2 (two) Internal Meetings were held
to discuss the program and work mechanism of the
Supervisory Board and the Audit Committee’s report,
the selection of a Public Accounting Firm, and plans to
fill the position of the Partnership Director.
Participation in BPDPKS Activities
In the context of supervising and fostering the
implementation of the duties of management officials,
for certain activities carried out by BPDPKS, the
Chairman and/or members of the Supervisory Board
also participate in activities related to the scope of
duties of BPDPKS, such as:
1. Attended the invitation of the Steering Committee
to discuss various policies related to BPDPKS.
2. Participated in the BPDPKS Capacity Building
activity in Yogyakarta which was held on January
20-23, 2020.
3. Attended a discussion on the prospect of procuring
palm seeds for the People’s Palm Oil Program (PSR)
in Medan which was held on February 29 – March
2, 2020.
31
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
4. Menghadiri acara seminar nasional “Kemitraan:
Kunci Sukses Sejahterakan Petani Sawit di Medan
yang dilaksanakan pada tanggal 9-10 Maret 2020.
5. Menghadiri acara Focus Group Discussion (FGD)
Pemberian Dana Pendidikan (Beasiswa) BPDPKS di
Yogyakarta pada tanggal 11-13 Maret 2020.
6. Menghadiri acara “The 5th Edition of Pakistan Edible
Oil Conference (PEOC)” di Karachi, Pakistan pada
tanggal 10-12 Januari 2020.
7. Menghadiri Rapat Komite Pengarah BPDPKS bulan
November dan Desember 2020.
8. Menghadiri acara 16th Indonesian Palm Oil Conference
(IPOC) and 2021 Price Outlook (IPOC 2020 New Normal)
yang diselenggarakan di Jakarta, secara virtual.
9. Menghadiri acara Press Conference dan Media
Gathering Keberlanjutan Program Dukungan
BPDPKS Terhadap Industri Sawit Indonesia.
10. Mengikuti kegiatan Webinar yang terkait dengan
industri sawit dan BPDPKS.
Tindak Lanjut atas Hasil
Pengawasan
Dari pelaksanaan tugas pengawasan yang telah
dilaksanakan selama tahun 2020, terdapat hal-hal
yang memerlukan perhatian sebagai berikut:
Program Peremajaan Sawit Rakyat (PSR)
Dewan Pengawas memahami bahwa ada catatan dari
Dewan Pengawas periode sebelumnya mengenai
program PSR, dan Dewan Pengawas meyakini bahwa
hal-hal tersebut telah menjadi perhatian dan catatan
Komite Pengarah.
Selanjutnya, Dewan Pengawas memandang perlu
menyampaikan beberapa catatan sebagai berikut:
1. Prosedur penyaluran dana PSR saat ini masih terlalu
panjang. Oleh karenanya diperlukan percepatan
pelaksanaan penyaluran dana PSR, baik melalui
penyederhanaan tahapan maupun pemberlakuan
jangka waktu.
2. Terdapat beberapa persyaratan pencairan dana PSR
yang tumpang tindih dan dianggap memberatkan
penerima dana, sehingga perlu dilakukan penyesuaian
terhadap persyaratan-persyaratan tersebut.
3. Peran dan fungsi petugas pendamping yang berlaku
sekarang cenderung belum efektif dalam pencairan
dana PSR, dan oleh karenanya perlu ditinjau ulang.
4. Pemberian fasilitas pembiayaan dan jasa
perbankan sebagai dana pendamping dalam rangka
penggunaan dana PSR, yang digantungkan pada
syarat dan ketentuan yang berlaku pada Bank,
cenderung mengakibatkan pelaksanaan PSR
menjadi tidak pasti.
32
Profil BPDPKS
BPDPKS Profile
4. Attended the national seminar “Partnership: The Key
to Success for the Prosperity of Palm Oil Farmers”
in Medan which was held on March 9-10, 2020.
5. Attended Focus Group Discussion (FGD) on the
Provision of BPDPKS Education Funds in Yogyakarta
on March 11-13, 2020.
6. Attended “The 5th Edition of Pakistan Edible Oil
Conference (PEOC)” event in Karachi, Pakistan on
January 10-12, 2020.
7. Attended BPDPKS Steering Committee Meetings in
November and December 2020.
8. Attended the 16th Indonesian Palm Oil Conference
(IPOC) and 2021 Price Outlook (IPOC 2020 New
Normal) events which were held in Jakarta, virtually.
9. Attended the Press Conference and Media Gathering
for the Sustainability of the BPDPKS Support
Program for the Indonesian Palm Oil Industry.
10. Participated in webinars related to the palm oil
industry and BPDPKS.
Follow-up on Monitoring Results
From the implementation of supervisory duties that
have been carried out during 2020, there are things that
require attention as follows:
People’s Palm Oil Replanting Program
(PSR)
The Supervisory Board understands that there are
records from the Supervisory Board of the previous
period regarding the PSR program, and the Supervisory
Board believes that these matters have come to the
attention and records of the Steering Committee.
Furthermore, the Supervisory Board deems it necessary
to submit the following notes:
1. The procedure for disbursing PSR funds, is presently
too long. Hence, it is necessary to accelerate the
implementation of the distribution of PSR funds,
both through simplification of stages and the
implementation of time periods.
2. There are several requirements for disbursement
of PSR funds that overlap and are considered
burdensome for recipients of funds, thus
adjustments are needed to these requirements.
3. The current roles and functions of assistant officers
tend to be ineffective in disbursing PSR funds, and
therefore need to be reviewed.
4. The provision of financing facilities and banking
services as counterpart funds in the context of using
PSR funds, which is dependent on the terms and
conditions applicable to the Bank, tends to result in
the implementation of PSR becoming uncertain.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
ƒ Seharusnya yang dimaksud dengan dana
pendamping ini adalah pendanaan dari Bank
(misalnya KUR) yang telah dialokasikan
bagi PSR, agar program PSR oleh BPDPKS
berlangsung efektif dan dana PSR tidak sia-sia.
ƒ Oleh karena itu, perlu tambahan klausula
baru dalam PKS antara BPDPKS, Bank, dan
Poktan yang mewajibkan Bank menyediakan
dan menyalurkan dana dalam rangka program
PSR BPDPKS, apabila seluruh dana PSR untuk
masing-masing pekebun yang layak menerima,
telah tersalurkan sesuai dengan persyaratan
yang berlaku. Dengan tambahan klausula
tersebut, maka potensi hilangnya dana PSR dan
gagalnya program PSR menjadi berkurang.
5. Perlunya rencana aksi yang bersifat terobosan,
terutama terkait kendala struktural, untuk mengatasi
berbagai hambatan yang ditemukan saat ini terkait
program PSR, antara lain berdasarkan laporan hasil
pemeriksaan BPK RI, BPKP dan SMI, yang terdiri dari
9 temuan (periode tahun 2016-2020) dengan total
nilai yang cukup besar, agar program PSR dapat
berlangsung sebagaimana yang diharapkan.
Insentif Biodiesel
Dewan Pengawas memahami bahwa ada catatan dari
Dewan Pengawas periode sebelumnya mengenai
insentif biodiesel, dan Dewan Pengawas meyakini
bahwa hal-hal tersebut telah menjadi perhatian dan
catatan Komite Pengarah.
Pada akhir tahun 2020, insentif yang harus
dibayarkan BPDPKS melonjak tinggi sehingga
dibutuhkan tambahan penerimaan. Komite Pengarah
telah memutuskan kenaikan pungutan ekspor (PE)
yang progresif untuk menutup kekurangan dan
mengantisipasi kebutuhan pendanaan di tahun 2021
dan selanjutnya revisi PE ditetapkan dengan tarif yang
lebih besar melalui PMK No. 191/PMK.05/2020.
Perumusan PMK No. 191/PMK.05/2020 didasarkan pada
asumsi-asumsi yang berlaku pada pertengahan tahun
2020, pada bulan November – Desember 2020 serta
diperkirakan pada bulan-bulan berikutnya, penerimaan
BPDPKS meningkat cukup tinggi dari waktu ke waktu,
bahkan melebihi kebutuhan pembiayaan yang perlu
dilakukan oleh BPDPKS. Dewan Pengawas memandang
perlu segera dilakukan reviu 3 (tiga) bulanan terhadap
pemberlakuan PMK No. 191/PMK.05/2020 tersebut.
Selanjutnya, Dewan Pengawas memandang perlu
untuk mencari formula pembiayaan insentif biodiesel
yang berkelanjutan melalui sistem dual tarif.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
ƒ What should be meant by this complementary
fund is funding from the Bank (eg KUR) that has
been allocated for PSR, so that the PSR program
by BPDPKS is effective and PSR funds are not
wasted.
ƒ Therefore, it is necessary to add a new clause in
the Cooperation Agreement between BPDPKS,
the Banks, and Activity Group Development
(Poktan) which requires Banks to provide and
distribute funds within the framework of the
BPDPKS PSR program, if all PSR funds for
each eligible farmer have been distributed in
accordance with applicable requirements. With
this additional clause, the potential for loss of
PSR funds and the failure of the PSR program
will be reduced.
5. The need for a breakthrough action plan, especially
related to structural constraints, to overcome the
various obstacles currently found related to the
PSR program, among others based on reports on
the results of the examination of the BPK RI, BPKP,
and SMI, which consist of 9 findings (period of 2016-
2020) with the total value is sizable enough, so that
the PSR program can run as expected.
Biodiesel Incentive
The Supervisory Board comprehends that there are
records from the Supervisory Board of the previous period
regarding biodiesel incentives, and the Supervisory Board
believes that these matters have been brought to the
attention of the Steering Committee.
At the end of 2020, the incentives that must be paid by
BPDPKS soared so that additional revenue was needed.
The Steering Committee has decided on a progressive
increase in the export levy (PE) to cover the shortfall
and anticipate funding needs in 2021 and subsequently
the revision of the PE is set with a higher tariff through
PMK No. 191/PMK.05/2020.
The formulation of PMK No. 191/PMK.05/2020 is based
on assumptions that apply in mid-2020, in November -
December 2020 and it is estimated that in the following
months, BPDPKS revenues will increase quite high
from time to time, even exceeding the financing needs
that need to be done by BPDPKS. The Supervisory
Board deems it necessary to immediately conduct a 3
(three) monthly review of the implementation of PMK
No. 191/PMK.05/2020.
Moreover, the Supervisory Board deems it necessary to
find a sustainable biodiesel incentive financing formula
through a dual tariff system.
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Permentan tentang Sumber Daya Manusia
(SDMPKS) dan Sarana dan Prasarana
Perkebunan Kelapa Sawit (Sarpras PKS)
Proses pengajuan kegiatan pengembangan SDMPKS
dilaksanakan berdasarkan Permentan 7/2019
sebagaimana terakhir diubah dengan Permentan
15/2020 jo. Keputusan Dirjenbun No. 318/Kpts/
OT.050/11/2020. Sementara proses perolehan dana
Sarpras PKS dilaksanakan berdasarkan Permentan
7/2019 sebagaimana terakhir diubah dengan
Permentan 15/2020 jo. Keputusan Dirjenbun No. 273/
Kpts/HK.160/9/2020.
Pelaksanaan dari aturan-aturan tersebut seharusnya
menempatkan BPDPKS sebagai badan yang dapat
membuat program ini terealisasi. Oleh karena itu,
sangat disarankan kepada BPDPKS untuk memberi
masukan terhadap regulasi dari Kementerian Pertanian
agar kemudian prosedurnya dapat dilaksanakan
dengan baik dan mempermudah pencapaian target.
Catatan Pengawasan Dewan Pengawas
Sebelumnya
1. Kekosongan Jabatan Direktur Kemitraan
Dewan Pengawas sedang merencanakan
pelaksanaan asesmen kompetensi terhadap calon
Direktur Kemitraan.
2. Restrukturisasi Organisasi BPDPKS
Dewan Pengawas memahami bahwa terdapat
catatan-catatan Dewan Pengawas periode
sebelumnya mengenai usulan restrukturisasi
organisasi BPDPKS yang saat ini sedang diproses
di Kementerian Keuangan.
Catatan terhadap RBA Tahun 2020
Seperti layaknya instrumen pemerintah, maka BPDPKS
dalam melaksanakan tugas pokok dan fungsinya,
memiliki target pencapaian berupa IKU, dari tahun ke
tahun. IKU tersebut hendaknya perlu disesuaikan dari
waktu ke waktu. Oleh karena itu, Dewan Pengawas
menyampaikan beberapa catatan mengenai
penyesuaian IKU sebagai berikut:
1. IKU-2 : Harga CPO + Deviasi 15%
Sampai dengan Desember 2020, IKU-2 masih
menjadi target yang harus diwujudkan oleh
BPDPKS, yaitu 15% (USD$570/MT). Namun, sulit
bagi BPDPKS untuk mencapai target tersebut
karena BPDPKS tidak memiliki kewenangan operasi
pasar, sehingga BPDPKS tidak mungkin mengontrol
dan menstabilkan harga CPO. Oleh karena itu, perlu
alternatif solusi sebagai berikut:
ƒ IKU-2 berupa terwujudnya harga CPO sebesar
15% (USD$570/MT), dihapuskan; atau
34
Profil BPDPKS
BPDPKS Profile
Ministry of Agriculture on Human
Resources (SDMPKS) and Palm Oil
Plantation Facilities and Infrastructure
The process for submitting HRPKS development activities
is carried out based on MoA 7/2019 as last modified by
MoA 15/2020 jo. Director General of Plantation Decree
No. 318/Kpts/OT.050/11/2020. Meanwhile, the process of
obtaining Palm Oil Plantation Facilities and infrastructure
funds was carried out based on Minister of Agriculture
No. 7/2019 as last modified by Minister of Agriculture
15/2020 jo. Director General of Plantation Decree No. 273/
Kpts/HK.160/9/2020.
The implementation of these regulations should place
BPDPKS as the agency that can realized this program.
Hence, it is highly recommended for BPDPKS to provide
input on regulations from the Ministry of Agriculture so
that the procedures can then be carried out properly
and facilitate the achievement of targets.
Previous Supervisory Board Supervision
Notes
1. Vacancies in the Position of Partnership Director
The Supervisory Board is planning to do a
competency assessment for the candidate of
Partnership Director.
2. BPDPKS Organizational Restructuring
The Supervisory Board comprehends that there are
notes from the Supervisory Board in the previous
period regarding the proposed restructuring of
the BPDPKS organization which is currently being
processed at the Ministry of Finance.
Notes on the 2020 RBA
Like any government instrument, BPDPKS in carrying
out its main tasks and functions, from year to year has
an achievement target in the form of KPI. The KPIs
should need to be adjusted from time to time. Therefore,
the Supervisory Board conveys several notes regarding
the adjustment of the KPI as follows:
1. KPI-2: CPO Price + 15% Deviation
Up to December 2020, KPI-2 is still the target
that must be realized by BPDPKS, which is 15%
(USD$570/MT). However, it is difficult for BPDPKS
to achieve this target due to it does not have market
operation authority, so it is impossible for BPDPKS
to control and stabilize CPO prices. Therefore,
alternative solutions are needed as follows:
ƒ KPI-2 in the form of the realization of the CPO
price of 15% (USD$570/MT), abolished; or
Badan Pengelola Dana Perkebunan Kelapa Sawit
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
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ƒ IKU-2 diubah menjadi terwujudnya harga CPO
= harga rata-rata selama waktu tertentu dalam
bentuk kisaran, yang dapat diubah dari waktu ke
waktu.
2. IKU-4 : Persentase Penyaluran Dana PSR
Saat ini target tahunan dari IKU-4 adalah : (1) target
nasional sebesar 180.000 ha/tahun; dan (2) target
penyelesaian Rekomendasi Teknis (Rekomtek)
dari instansi terkait. Program PSR terkait dengan
mekanisme yang terdiri dari beberapa tahapan, di
mana tahapan yang satu menentukan keberhasilan
tahapan selanjutnya.
Penerbitan Rekomtek merupakan tahapan awal
dari upaya mewujudkan target nasional tersebut.
Setelah Rekomtek, masih terdapat tahapan lain
yang justru lebih menentukan, dan seyogianya
menjadi unsur dari IKU-4 tersebut.
Tahapan selain penerbitan Rekomtek, antara lain
adalah penandatanganan PKS antara BPDPKS
– Bank – Poktan dan pencairan dana PSR yang
disediakan oleh BPDPKS, merupakan tahapan yang
lebih konkret untuk mewujudkan target nasional.
Oleh karena itu diusulkan perlunya IKU lain yang
lebih sesuai.
3. IKU-8 dan IKU-10
Di antara 10 IKU yang menjadi target pencapaian
BPDPKS dari tahun ke tahun, maka IKU-8 tentang
Persentase penyelesaian modernisasi pengelolaan
BLU dan IKU-10 tentang Persentase inovasi layanan
unggulan BLU, cenderung tidak memiliki relevansi
dengan visi dan misi BPDPKS.
Kedua hal dimaksud mungkin relevan bagi BLU –
BLU yang lain, namun tidak demikian halnya dengan
BPDPKS, karena merupakan suatu kebutuhan dan
bukan target kinerja yang perlu dicapai sebagai
badan pengelola dana yang terpercaya dalam
pengembangan sawit berkelanjutan sebagai
komoditas strategis nasional untuk kesejahteraan
rakyat Indonesia. Oleh karena itu, diusulkan agar IKU-
8 dan IKU-10 yang berlaku sekarang, dihapuskan atau
diganti lain dengan yang lebih relevan.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
ƒ KPI-2 is converted into realized CPO price =
average price over a certain time in the form of a
range, which can be changed from time to time.
2. KPI-4: Percentage of PSR Fund Distribution
Presently, the annual targets of KPI-4 are: (1) the
national target of 180,000 ha/year; and (2) targets
for completion of Technical Recommendations from
relevant agencies. The PSR program is related to a
mechanism consisting of several stages, where one
stage determines the success of the next stage.
The issuance of the Technical Recommendations is
the initial stage of the measure to realize the national
target. After the Technical Recommendations, there
are other stages that are even more decisive, and
should be an element of the KPI-4.
The stages other than the issuance of the Technical
Recommendations, among others, are the signing
of the Cooperation Agreement between BPDPKS
– Banks – Activity Group Development (Poktan)
and the disbursement of PSR funds provided by
BPDPKS, which are more concrete stages to realize
the national target. Therefore, it is suggested the
need for another KPI that is more fitting.
3. KPI-8 and KPI-10
Among the 10 KPIs that are the target for BPDPKS’
achievement from year to year, the KPI-8 concerning
the percentage of completion of modernization of
BLU management and the KPI-10 concerning the
percentage of innovation in BLU superior services,
tend to have no relevance to the vision and mission
of BPDPKS.
These two things may be relevant for other BLUs, but
not so with BPDPKS, because they are a necessity
and not a performance target that needs to be
achieved as a trusted fund management agency
in the development of sustainable palm oil as a
national strategic commodity for the welfare of the
Indonesian people. Therefore, it is proposed that the
current KPI-8 and KPI-10 be abolished or replaced
with more relevant ones.
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Kesimpulan dan Rekomendasi
Kesimpulan
1. Dewan Pengawas menyampaikan penghargaan
dan terima kasih kepada Direksi BPDPKS yang
telah melaksanakan tugas dengan baik, seperti
terlihat pada pencapaian RBA tahun 2020 bila
dibandingkan dengan target RBA tahun 2020 cukup
baik dengan capaian kinerja organisasi tahun 2020
yang mencapai 108,32% (berdasarkan indikator
kinerja BLU).
2. Program Peremajaan Sawit Rakyat, yang belum
dapat mencapai target, perlu dilakukan pembahasan
lebih lanjut untuk dapat menyelesaikan beberapa
kendala yang ada, seperti legalitas lahan (koordinasi
bersama dengan KLHK dan BPN), verifikasi,
kemitraan, dan perlunya penyempurnaan regulasi.
3. Program sarana dan prasarana perkebunan kelapa
sawit yang ditargetkan sebesar Rp 200 miliar
seharusnya dapat dijalankan oleh BPDPKS bekerja
sama dengan seluruh pihak yang terkait. Pedoman
teknis program sarana dan prasarana telah
diterbitkan melalui Keputusan Direktur Jenderal
Perkebunan nomor 273/Kpts/HK.160/9/2020
tanggal 2 September 2020. Diharapkan dengan
adanya pedoman teknis yang telah disinkronisasi,
program sarana prasarana dapat dijalankan.
4. Program pengembangan SDM Sawit terutama yang
terkait langsung dengan petani sawit telah tersedia
pedoman teknis melalui Keputusan Direktur Jenderal
Perkebunan nomor 318/Kpts/OT.050/11/2020
tanggal 2 November 2020. Diharapkan dengan
adanya pedoman teknis yang telah disinkronisasi,
program pengembangan SDM dapat dijalankan dan
meningkatkan kapasitas petani.
5. Permohonan dana untuk program penyaluran
biodiesel yang sudah disalurkan sampai dengan
31 Desember 2020 sudah mencapai Rp28,323
triliun, yang sudah dibayarkan sebesar Rp28,096
triliun. Hal ini karena kondisi harga CPO relatif
tinggi dan harga produk minyak bumi acuan relatif
rendah sehingga menuntut penyediaan dana untuk
program insentif biodiesel yang sangat besar dan
saldo kas akhir yang tersedia pada akhir tahun 2020
sebesar Rp9,56 triliun termasuk dana cadangan
sebesar Rp3,648 triliun.
6. Realisasi rata-rata harga CPO hingga akhir tahun
2020 sekitar US$712/MT, sedangkan target rata-
rata harga CPO adalah sebesar US$570/MT
sehingga terdapat deviasi positif sebesar 24,98%
dari target yang ditetapkan, atau di luar rentang +/-
15%. Untuk kasus seperti ini, meskipun capaiannya
di luar rentang +/- 15%, akan tetapi sesuai dengan
tujuan didirikannya BPDPKS agar berperan menjaga
stabilitas harga CPO di level yang tinggi sebagai
produk unggulan nasional Indonesia, sehingga
deviasi positif 24,98% ini dinilai kurang sesuai
dan menyebabkan capaian IKU menjadi merah.
36
Profil BPDPKS
BPDPKS Profile
Conclusions and Recommendations
Conclusion
1. The Supervisory Board expresses its appreciation
and gratitude to BPDPKS Board of Directors who
have carried out their duties well, as seen in the
achievement of the 2020 RBA when compared to
the 2020 RBA target, which was respectable with
the 2020 organizational performance achievement
reaching 108.32% (based on BLU performance
indicators).
2. The People’s Palm Oil Rejuvenation Program,
which has not yet achieved its target, needs further
discussion to be able to resolve several existing
obstacles, such as land legality (coordinated with
KLHK and BPN), verification, partnerships, and the
need for regulatory improvements.
3. The palm oil plantation facilities and infrastructure
program, which is targeted at Rp200 billion, should
be carried out by BPDPKS in collaboration with
all related parties. Technical guidelines for the
facilities and infrastructure program have been
issued through the Decree of the Director General
of Plantations Number 273/Kpts/HK.160/9/2020
dated September 2, 2020. It is expected that
with the synchronized technical guidelines, the
infrastructure program can be implemented.
4. The Palm Oil Human Resources development
program, especially those directly related to palm oil
farmers, has provided technical guidelines through
the Decree of the Director General of Plantations
Number 318/Kpts/OT.050/11/2020 dated November 2,
2020. It is longed that with the synchronized technical
guidelines, the HR development program can be
implemented and increase the capacity of farmers.
5. The application for funds for the biodiesel
distribution program that has been distributed until
December 31, 2020 has reached Rp28.323 trillion,
of which Rp28.096 trillion has been paid. This is due
to the relatively high price of CPO and the relatively
low price of reference petroleum products, which
requires the provision of large amounts of funds
for the biodiesel incentive program and the final
cash balance available at the end of 2020 of Rp9.56
trillion, including reserve funds of Rp3.648 trillion.
6. The realization of the average CPO price until the
end of 2020 was around US$712/MT, while the
target average CPO price was US$570/MT so there
was a positive deviation of 24.98% from the set
target, or outside the +/- 15% range. For cases like
this, even though the achievement is outside the +/-
15% range, it is in accordance with the purpose of
establishing BPDPKS to play a role in maintaining
CPO price stability at a high level as Indonesia’s
national superior product, thus this positive deviation
of 24.98% is considered unfitting and causes the
KPI achievement to be red. It is necessary to agree
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Perlu disepakati IKU baru yang lebih proporsional.
Persentase volume biodiesel yang disalurkan tidak
dapat mencapai target 85% karena adanya pandemi
covid-19 yang menyebabkan permintaan solar turun
sekitar 15%.
on a new, more proportional KPI. The percentage of
biodiesel volume distributed could not reach the
target of 85% due to the COVID-19 pandemic which
caused diesel demand to plunge by around 15%.

Rekomendasi
1. IKU harga CPO dengan deviasi 15% diusulkan
diubah menjadi sebagai berikut:
ƒ IKU-2 berupa terwujudnya harga CPO sebesar
15% (USD$570/MT), dihapuskan; atau
ƒ IKU-2 diubah menjadi terwujudnya harga CPO
= harga rata-rata selama waktu tertentu dalam
bentuk kisaran, yang dapat diubah dari waktu ke
waktu.
2. Perumusan PMK No. 191/PMK.05/2020 didasarkan
pada asumsi-asumsi yang berlaku pada pertengahan
tahun 2020. Dewan Pengawas merekomendasikan
perlunya reviu terhadap formulasi tarif pungutan
ekspor.
3. Pedoman teknis program sarana dan prasarana
yang telah diterbitkan melalui Keputusan
Direktur Jenderal Perkebunan nomor 273/Kpts/
HK.160/9/2020 tanggal 2 September 2020 perlu
adanya sinkronisasi dengan kondisi lapangan.
Recommendation
1. The CPO price KPI with a deviation of 15% is
proposed to be changed to the following:
ƒ KPI-2 in the form of CPO price realization of 15%
(USD$570/MT), abolished; or
ƒ KPI-2 is converted into realized CPO price =
average price over a certain time in the form of a
range, which can be changed from time to time.
2. The formulation of PMK No. 191/PMK.05/2020 is
based on assumptions that apply in mid-2020. The
Supervisory Board recommends the need for a
review of the formulation of export levy tariffs.
3. The technical guidelines for the facilities and
infrastructure program that have been issued
through the Decree of the Director General of
Plantations Number 273/Kpts/HK.160/9/2020
dated September 2, 2020 need synchronization
with the field conditions.

Waalaikumsalam Warahmatullahi Wabarakatuh.

Jakarta, April 2021

Atas Nama Dewan Pengawas
On behalf of the Supervisory Board

Dr. -Ing. Evita H. Legowo

Ketua Dewan Pengawas
Chairman of the Supervisory Board

37
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Laporan Direksi
Report from Directors

Kami senantiasa berkomitmen

untuk menjaga kepercayaan negara
dalam pengelolaan dana perkebunan
kelapa sawit yang berperan dalam
pembangunan berkelanjutan kelapa
sawit sebagai salah satu komoditas
strategis Indonesia.

We are always committed in sustaining the

state trust in managing Dana Perkebunan
Kelapa Sawit that play a role in the sustainable
development of palm oil as one of Indonesia’s
strategic commodities

Eddy Abdurrachman
Direktur Utama | President Director

38
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Kepada Para Pemangku Kepentingan yang Terhormat,
Puji syukur kami panjatkan kehadirat tuhan yang Maha
Esa atas limpahan berkat, rahmat, dan hidayah-nya
kita mampu melewati periode yang penuh tantangan di
tahun 2020 ini dengan hasil yang cukup memuaskan.
Pada kesempatan ini, perkenankanlah kami untuk
menyampaikan laporan hasil kinerja pengelolaan dan
pencapaian BPDPKS selama tahun periode 2020.
Kami senantiasa berkomitmen untuk menjaga
kepercayaan negara dalam pengelolaan dana
perkebunan kelapa sawit yang berperan dalam
pembangunan berkelanjutan kelapa sawit sebagai
salah satu komoditas strategis Indonesia.
Tinjauan Perekonomian dan
Industri
Pandemi COVID-19 telah menyebabkan perlambatan
pertumbuhan ekonomi global dan menjadi faktor yang
mengubah proyeksi pertumbuhan ekonomi banyak
negara di dunia, termasuk Indonesia. International
Monetary Fund (IMF) memprediksikan dalam World
Economic Outlook yang telah dipublikasikan pada
bulan awal tahun 2021, dikatakan bahwa pertumbuhan
ekonomi dunia tahun 2020 mengalami kontraksi
sebesar -3,5%, yang merupakan kondisi terparah
dalam kurun waktu 10 tahun terakhir.
Secara keseluruhan performa kinerja industri kelapa
sawit selama pandemi COVID-19 mengalami sedikit
penurunan. Hal ini terlihat pada total ekspor minyak
sawit pada 2020 yang turun menjadi 34,0 juta ton dari
37,39 juta ton pada 2019. Penurunan terbesar terjadi
pada ekspor ke China, Uni Eropa, Bangladesh, Timur
Tengah, dan Afrika. Meskipun mengalami penurunan
dari segi performa ekspor, namun nilai ekspor tahun
2020 masih lebih tinggi sebesar USD22,97 miliar
dibandingkan nilai ekspor tahun 2019 yakni sebesar
USD20,22 miliar.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Dear Beloved Stakeholders,
Praise the presence of God Almighty, due to His
blessing, grace, and guidance, we are able to pass
through the challenging period of 2020 with descent
results. On this occasion, allow us to submit report on
the results of BPDPKS management performance and
achievements during the 2020 period.
We are always committed in sustaining the state trust
in managing Dana Perkebunan Kelapa Sawit that play
a role in the sustainable development of palm oil as one
of Indonesia’s strategic commodities.
Economic and Industry Overview
The COVID-19 pandemic has caused a slowdown in
global economic growth and becoming a factor that
has changed the economic growth projections of
many countries in the world, including Indonesia. The
International Monetary Fund (IMF) predicted in the
World Economic Outlook published in the early months
of 2021, that the world’s economic growth in 2020 will
contract by -3.5%, which is the worst condition within
the last 10 years.
Largely, the performance of the palm oil industry during
the COVID-19 pandemic experienced an insignificant
decline. This can be seen in the total exports of palm
oil in 2020 which fell to 34.0 million tons from 37.39
million tons in 2019. The biggest decline occurred in the
exports to China, the European Union, Bangladesh, the
Middle East, and Africa. Despite the decline in export
performance, the export value in 2020 was still higher
at USD22.97 billion compared to the export value in
2019 of USD20.22 billion.
39
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Analisis Kinerja BPDPKS
Pada tahun 2020, BPDPKS mencatatkan pendapatan
yang diperoleh dari kegiatan penghimpunan dan
pengelolaan dana sebesar Rp24 triliun, yang mana
terjadi peningkatan signifikan dibandingkan tahun
sebelumnya sebesar Rp1,49 triliun.
Total aset BPDPKS pada tahun 2020 adalah sebesar
Rp12,4 triliun, mengalami penurunan sebesar 33,8%
dari tahun 2019 sebesar Rp18,7 triliun. Penurunan
tersebut terutama disebabkan oleh penurunan aset
lancar terkait penurunan kas dan setara kas BPDPKS.
Pada tahun 2020, liabilitas BPDPKS mengalami
peningkatan signifikan dari Rp276,5 miliar menjadi
Rp3,5 triliun.
Selanjutnya BPDPKS mencatat ekuitas sebesar Rp8,9
triliun, turun 52% pada 2019 menjadi Rp18,4 triliun.
Penurunan ini disebabkan adanya defisit BPDPKS
sepanjang tahun 2020.
Pada tahun 2020, BPDPKS juga telah melaksanakan
tugas-tugasnya dalam menghimpun dana dari
masyarakat sawit dengan pencapaian yang baik, antara
lain:
Sejak awal berdirinya pada pertengahan tahun 2015
hingga saat ini, BPDPKS telah berhasil memberikan
dukungan finansial untuk berbagai program
pemerintah, termasuk penyaluran dana dukungan
program biodiesel, guna mengurangi ketergantungan
Indonesia terhadap impor solar dan minyak mentah,
serta alat kebijakan pemerintah untuk menciptakan
stabilitas tandan buah segar (TBS) di dalam negeri.
Selain itu, BPDPKS juga memberikan dukungan dana
untuk Program Peremajaan Sawit Rakyat (PSR),
penelitian dan pengembangan kelapa sawit nasional,
serta promosi kelapa sawit nasional.
Program PSR diselenggarakan untuk meningkatkan
produktivitas perkebunan subsistem dan memenuhi
permintaan global akan minyak nabati yang
diproyeksikan akan terus mengalami peningkatan
dari waktu ke waktu. Sebagai upaya menyukseskan
program PSR, dalam 5 tahun terakhir BPDPKS telah
memberikan dukungan berupa penyaluran bantuan
dana sebesar Rp5,3 triliun bagi 21 provinsi dan 106
kabupaten di Indonesia. Sepanjang tahun 2020,
BPDPKS telah menyalurkan dana Rp2,6 triliun untuk
94.033 Ha lahan serta 27,820 perkebun.
40
Profil BPDPKS
BPDPKS Profile
BPDPKS Performance Analysis
In 2020, BPDPKS recorded revenues obtained from
fund collection and management activities of Rp24
trillion, which was a significant increase compared to
the previous year of Rp1.49 trillion.
The total assets of BPDPKS in 2020 in the amount of
Rp12.4 trillion, decreasing 33.8% from 2019 which
was Rp18.7 trillion. The decrease was mainly due to a
decline in current assets related to a decrease in cash
and cash equivalents of BPDPKS.
In 2020, BPDPKS liabilities increased significantly
from Rp276.5 billion to Rp3.5 trillion.
Furthermore, BPDPKS recorded equity of Rp8.9 trillion,
down 52% in 2019 to Rp18.4 trillion. This decline was
due to the BPDPKS deficit throughout 2020.
In 2020, BPDPKS has conducted its duties in collecting
funds from the palm oil community with good
accomplishments, including:
Since its inception in mid-2015 until today, BPDPKS has
succeeded in providing financial support for various
government programs, including fund disbursement
to support the biodiesel program, in order to reduce
Indonesia’s import dependence of diesel and crude oil,
as well as government policy tools to create stability in
domestic fresh fruit bunches. In addition, BPDPKS also
provides financial support for the People’s Palm Oil
Replanting Program (PSR), national palm oil research
and development, and national palm oil promotion.
The PSR program is organized to increase the
productivity of subsystem plantations and meet the
global demand for vegetable oil which is projected to
continue to increase from time to time. In an effort to
make the PSR program a success, in the last 5 years,
BPDPKS has provided support in the form of fund
disbursement in the amount of Rp5.3 trillion for 21
provinces and 106 districts in Indonesia. Throughout
2020, BPDPKS has disbursed Rp2.6 trillion for 94,033
ha of land and 27,820 plantations.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pada tahun 2020, BPDPKS memberikan dana untuk
penelitian dan pengembangan sebesar Rp72 miliar
yang meliputi aspek bioenergi, hortikultura, pangan
dan kesehatan, biokimia dan biomaterial, pascapanen
dan pengolahan, sosial ekonomi bisnis, manajemen,
pemasaran dan TIK, serta lingkungan. Program penelitian
dan pengembangan ini dimaksudkan untuk mendorong
industri kelapa sawit Indonesia untuk terus berinovasi
dan berinovasi untuk mengimbangi permintaan dan
permintaan industri yang berkelanjutan dari pasar dunia.
Terkait program promosi kelapa sawit nasional,
BPDPKS mendorong upaya pemerintah Indonesia
untuk memerangi diskriminasi Eropa terhadap kelapa
sawit dan turunannya melalui penyaluran dana promosi.
Pada tahun 2020, dana tersebut telah tercatat sebesar
Rp34,3 miliar. Angka ini menurun dibandingkan tahun
2019 yang mencapai Rp74,9 miliar.
BPDPKS juga aktif mendukung pembiayaan
penyusunan program B30 sejak awal tahun 2020,
melalui dukungan pembiayaan yang ditujukan untuk
pengujian mesin dan bahan bakar biodiesel, termasuk
program sosialisasi biodiesel kepada masyarakat.
Sejalan dengan tujuan strategis RSB 2020-2024 yaitu
terbentuknya stabilisasi harga CPO, BPDPKS menjalankan
program biodiesel. Program tersebut mampu menyerap
kelebihan CPO di pasar domestik serta mendorong
keseimbangan pasar menuju harga CPO yang lebih baik
dari awal periode pendirian BPDPKS. Hasilnya program
biodiesel ini mampu menjaga dan mempertahankan
harga rata-rata CPO di atas USD550/ton.
Inisiatif Strategis
Pandemi yang masih melanda seluruh penjuru dunia
hingga saat ini telah mendorong seluruh elemen
industri termasuk BPDPKS untuk terus beradaptasi dan
melakukan berbagai pembaruan agar terus tumbuh
secara berkelanjutan dan menciptakan nilai tambah
bagi semua pihak yang terlibat. Pada tahun 2020, kami
merencanakan inisiatif strategis, yaitu:
1. Pengelolaan dana kelapa sawit yang berkelanjutan.
2. Penetapan dan pemeliharaan harga CPO yang stabil.
3. Pelayanan publik yang optimal.
4. Perumusan kebijakan yang tepat sasaran dan penuh
pertimbangan.
5. Komunikasi publik yang efektif.
6. Kerjasama promosi dan kemitraan yang maksimal.
7. Penyaluran dana sawit yang efektif dan terarah.
8. Pertanggungjawaban pengelolaan dana yang
akuntabel.
9. SDM yang kompeten dan berintegritas tinggi.
10. Organisasi yang fit for purpose.
11. Pengelolaan infrastruktur dan teknologi yang
optimal dan modern.
12. Pengelolaan anggaran yang efektif dan efisien.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
In 2020, BPDPKS provided funds for research and
development of Rp72 billion covering aspects of
bioenergy, horticulture, food and health, biochemistry
and biomaterials, postharvest and processing, socio-
economic business, management, marketing and ICT, as
well as the environment. This research and development
program is intended to encourage the Indonesian palm
oil industry to continue to innovate to keep pace with
the demands of the sustainable industry from the world
market.
Regarding the national palm oil promotion program,
BPDPKS endorsing Indonesian government’s efforts to
combat European discrimination against palm oil and
its derivatives through the distribution of promotional
funds. In 2020, the fund has been recorded at Rp34,3
billion. This figure decreased compared to 2019 which
reached Rp74.9 billion.
BPDPKS has also actively supported financing for
the preparation of the B30 program since early 2020,
through financial support aimed at testing biodiesel
engines and fuels, including the biodiesel outreach
program to the public.
In line with the RSB’s 2020-2024 strategic objective,
which is the establishment of CPO price stabilization,
BPDPKS runs a biodiesel program. The program is
able to absorb excess CPO in the domestic market and
encourage market balance towards a better CPO price
than at the beginning of the establishment period of
BPDPKS. As a result, the biodiesel program was able
to maintain the average CPO price above USD550/ton.
Strategic Initiatives
The pandemic that is still submerging all over of the
world until today has driven all elements of the industry
including BPDPKS to continue adapting and conducting
various updates in order to grow sustainably and create
added value for all parties involved. In 2020, we plan
strategic initiatives of:
1. Sustainable management of palm oil funds.
2. Stipulation and maintenance of stable CPO prices.
3. Optimal public services.
4. The formulation of policies that are right on target
and full of consideration.
5. Effective public communication.
6. Maximum promotion and partnership cooperation.
7. Effective and targeted distribution of palm oil funds.
8. Responsibility for accountable fund management.
9. Competent and high integrity HR.
10. Organization that fit for purpose.
11. Optimal and modern management of infrastructure
and technology.
12. Effective and efficient budget management.
41
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Inisiatif strategis ini merupakan bagian dari langkah
BPDPKS untuk terus mengembangkan value proposition
bagi seluruh pemangku kepentingan dan memastikan
BPDPKS dapat beroperasi dengan risiko bisnis yang
terkelola dengan baik dan tetap mematuhi seluruh
peraturan perundang-undangan yang berlaku.
Kendala dan Tantangan yang
Dihadapi
Pada tahun 2020, industri kelapa sawit mengalami
tekanan yang cukup besar karena harga crude palm
oil (CPO) turun hingga berada di bawah harga ideal
pasarannya. Hal ini tentunya akan berdampak pada harga
tandan buah segar (TBS) di tingkat petani. Pemerintah
kemudian mengusung kebijakan tanpa pajak untuk
meringankan beban industri kelapa sawit di Indonesia
terutama pada kondisi pandemi seperti saat ini.
Di tengah banyaknya tantangan yang dihadapi di tahun
2020, industri kelapa sawit Indonesia terus berjuang
dan memperkuat posisinya untuk bertahan dan tumbuh.
Industri yang merupakan penghasil devisa terbesar di
Indonesia ini menghadapi penurunan fluktuasi harga,
produksi yang melimpah, dan berbagai tekanan negatif
terhadap kelangsungan industri kelapa sawit. Seiring
dengan pertumbuhan industri kelapa sawit, muncul
permasalahan antara lain:
1. Rendahnya produktivitas perkebunan kelapa sawit.
2. Tingginya biaya produksi.
3. Surplus produksi yang sulit tercapai.
4. Beragamnya hambatan perdagangan di sejumlah
kawasan/negara tujuan ekspor.
5. Tekanan kampanye negatif yang makin gencar dan
mengancam citra industri sawit.
6. Perubahan profil dan kompetisi pasar minyak nabati
dunia.
Sebagai upaya BPDPKS dalam menangani
permasalahan-permasalahan di atas, dana perkebunan
kelapa sawit yang dihimpun dalam kegiatan usaha
sebelumnya, dipersiapkan untuk menyelenggarakan
beberapa kegiatan mitigasi permasalahan, antara lain:
1. Peremajaan perkebunan kelapa sawit sebagai
upaya dalam meningkatkan produktivitas melalui
pemberian bantuan dana kepada petani sawit untuk
mengganti tanaman yang sudah tidak produktif
dengan tanaman baru menggunakan bibit unggul.
2. Bantuan sarana dan prasarana perkebunan kelapa
sawit, dengan memberikan bantuan kepada
petani sawit/kelompok petani yang dimaksudkan
untuk meningkatkan produksi, produktivitas,
dan kualitas komoditas hasil perkebunan kelapa
sawit. Bantuan tersebut dapat berupa pupuk,
benih unggulan pestisida, alat pasca panen, dan
lain lain. Kegiatan ini juga dilaksanakan dengan
tujuan untuk meningkatkan daya saing produksi
melalui pemberian bantuan pembangunan jalan
42
Profil BPDPKS
BPDPKS Profile
This strategic initiative is part of BPDPKS’s steps
to continue developing a value proposition for all
stakeholders and ensure that BPDPKS can operate with
well-managed business risks and still comply with all
applicable laws and regulations.
Obstacles and Challenges Faced
In 2020, the palm oil industry experienced considerable
pressure due to the price of crude palm oil (CPO) fell
below its ideal market price. This definitely have an
impact on the price of fresh fruit bunches (FFB) at the
farmer level. The government then adopted a no-tax
policy to ease the burden on the palm oil industry in
Indonesia, especially during the current pandemic.
In the midst of the many challenges faced in 2020,
the Indonesian palm oil industry continues to struggle
and strengthen its position to survive and grow. The
industry, which is the largest foreign exchange earner
in Indonesia, is facing declining price fluctuations,
abundant production, and various negative pressures
on the viability of the palm oil industry. Alongside with
the growth of the palm oil industry, problems arise,
such as:
1. Low productivity of palm oil plantations.
2. The high cost of production.
3. Production surplus that is difficult to achieve.
4. Various trade obstacles in a number of export
destination countries/regions.
5. The negative campaign pressure is getting more intense
and threatens the image of the palm oil industry.
6. Changes in the profile and competition of the world
vegetable oil market.
As BPDPKS measure in dealing with the mentioned
obstacles, the palm oil plantation funds collected in
previous business activities are prepared to carry out
several mitigation activities, including:
1. Rejuvenation of palm oil plantations as an effort
to increase productivity by providing financial
assistance to palm oil farmers to replace
unproductive plants with new plants using superior
seeds.
2. Facilities and infrastructure assistance for palm
oil plantations, by providing assistance to palm
oil farmers/farmer groups intended to increase
production, productivity, and quality of palm oil
plantation commodities. The assistance can be in
the form of fertilizers, superior seeds, pesticides,
post-harvest tools, and others. This activity is also
carried out with the aim of increasing production
competitiveness through the provision of assistance
for the construction of garden roads, access roads
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
kebun, jalan akses ke jalan umum atau pelabuhan,
alat transportasi, mesin pertanian, pembentukan
infrastruktur pasar dan verifikasi atau penelusuran
supaya perkebunan sawit di Indonesia tetap
kompetitif di pasar domestik maupun global.
3. Program pengembangan kualitas sumber daya
manusia (SDM) perkebunan kelapa sawit.
4. Program penelitian dan pengembangan yang
diarahkan dalam rangka mengakselerasi peningkatan
produktivitas dari perkebunan kelapa sawit,
pengembangan inovasi industri kelapa sawit, serta
peningkatan persepsi positif dari produk kelapa sawit.
5. Kegiatan promosi perkebunan melalui yang
ditujukan untuk meningkatkan brand image dan
value produk kelapa sawit, memperluas pasar,
meningkatkan investasi, dan membangun serta
mengembangkan pusat pemasaran komoditas
perkebunan kelapa sawit.
6. Penciptaan pasar baru untuk menyerap
kelebihan stok crude palm oil (CPO) melalui
dukungan pemberian insentif pada pada program
pencampuran biodiesel.
Prospek Usaha
Memasuki tahun 2020, industri sawit Indonesia
mendapatkan angin segar semakin meningkatnya
kualitas lingkungan dan kondisi iklim serta harga
komoditas yang mengalami peningkatan signifikan.
Berdasarkan data dari BMKG, iklim tahun 2020
diprediksi akan normal dan lebih jauh baik daripada
iklim pada tahun 2019. Musim kemarau pada tahun ini
diperkirakan akan dimulai pada bulan April-Mei.
Pemerintah telah berkomitmen untuk menerapkan B30
pada tahun 2020, dengan tujuan untuk menunjukkan
kepada dunia bahwa situasi di Indonesia sangat
serius dan memiliki peranan penting, serta sangat
berpengaruh besar dalam perdagangan minyak nabati
global dan perdagangan minyak bumi dalam negeri.
Diperkirakan kebutuhan biodiesel dalam negeri akan
mencapai 9,2 juta ton pada 2021 atau setara dengan 8
juta ton minyak sawit.
Meskipun situasi ekonomi global pada tahun 2020
masih belum dapat diperkirakan; Situasi politik di
Timur Tengah masih panas, perang dagang antara
AS dan China belum berakhir, Uni Emirat Arab
masih membutuhkan pembangunan berkelanjutan,
penggunaan bahan bakar nabati oleh negara
meningkat, jumlah perusahaan bersertifikat
meningkatkan jumlah penerima ISPO dan ekspor baru
Destinasi Pembukaan negara tersebut akan semakin
melindungi pasar kelapa sawit Indonesia di pasar
global, membuat GAPKI tetap optimis bahwa industri
kelapa sawit Indonesia akan terus memiliki prospek
yang baik di tahun-tahun mendatang.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
to public roads or ports, transportation equipment,
agricultural machinery, the establishment of market
infrastructure and verification or tracking so that palm
oil plantations in Indonesia remain competitive in both
domestic and global markets.
3. Program for developing the quality of human
resources (HR) for palm oil plantations.
4. Research and development programs are directed
at accelerating productivity increases from palm
oil plantations, developing innovations in the palm
oil industry, and increasing positive perceptions of
palm oil products.
5. Plantation promotion activities aimed at increasing
the brand image and value of palm oil products,
expanding markets, increasing investment, and
building and developing marketing centers for palm
oil plantation commodities.
6. The creation of new markets to absorb excess
stock of crude palm oil (CPO) through the support
of providing incentives for the biodiesel blending
program.
Business Prospects
Entering the year 2020, Indonesia’s palm oil industry
is getting a breath of fresh air with the increasing
quality of the environment and climatic conditions as
well as the significant increase in commodity prices.
Based on data from BMKG, the climate in 2020 is
predicted to be normal and much better than the
climate in 2019. The dry season this year is expected
to start in April-May.
The government has committed to implementing
B30 by 2020, with the aim of showing the world that
the situation in Indonesia is extremely serious, has
an important role, and is very influential in the global
vegetable oil trade and domestic petroleum trade. It is
estimated that the domestic demand for biodiesel will
reach 9.2 million tons in 2021, equivalent to 8 million
tons of palm oil.
Although the global economic situation in 2020 is still
unpredictable; The political situation in the Middle
East is still heated, the trade war between the US
and China is not over, the United Arab Emirates still
needs sustainable development, the use of biofuels
by the country is increasing, the number of certified
companies is increasing, the number of certified
companies increases the number of ISPO recipients and
new exports. The opening destination of the country
will further protect the Indonesian palm oil market in
the global market, making GAPKI remain optimistic
that the Indonesian palm oil industry will continue to
have good prospects in the years to come.
43
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Dengan memerhatikan dan mempertimbangkan
tantangan dan peluang pasar baik ekspor maupun
domestik, serta adanya iklim usaha yang lebih berpihak
kepada peningkatan investasi, maka program kerja
seluruh stakeholder sawit tahun 2020 perlu difokuskan
pada beberapa hal berikut:
1. Peningkatan produktivitas baik melalui perbaikan
teknik dan mekanisme produksi maupun kegiatan
penanaman kembali (replanting).
2. Mendorong percepatan implementasi sustainability/
ISPO.
3. Mendorong pengembangan ekspor terutama di
negara tujuan ekspor baru serta langkah mitigasi
berbagai hambatan perdagangan yang muncul di
pasar global.
4. Meningkatkan awareness dan loyalitas masyarakat
Indonesia terhadap eksistensi minyak sawit
dan produk turunannya, serta memperluas dan
mengembangkan kampanye positif sawit yang
efektif dan efisien baik di dalam negeri maupun di
berbagai negara tujuan ekspor utama.
Mengingat berbagai peluang dan tantangan yang ada di
tahun 2020, serta dukungan kuat pemerintah terhadap
industri kelapa sawit, GAPKI optimistis industri kelapa
sawit pada tahun 2021 akan jauh lebih baik dari tahun lalu.
Perkembangan Penerapan Tata
Kelola
BPDPKS menekankan pentingnya penerapan prinsip-
prinsip Good Governance dan memerhatikan praktik
terbaik dalam pelaksanaan tata kelola di seluruh organ
BPDPKS, mulai dari Dewan Pengawas, Direksi, hingga
seluruh karyawan guna memastikan keberlanjutan
usaha serta menciptakan nilai berkelanjutan bagi
seluruh pemangku kepentingan. Di samping itu, BPDPKS
berpegang teguh terhadap pedoman umum tata kelola
yang baik dengan menerapkan lima prinsip dasar yaitu
transparansi, akuntabilitas, pertanggungjawaban,
independensi, dan kesetaraan & kewajaran.
Sepanjang tahun 2020, BPDPKS telah melakukan
pemutakhiran pedoman dan kebijakan sejalan dengan
perkembangan BPDPKS serta perubahan peraturan
perundang-undangan yang berlaku. Perkembangan
implementasi tata kelola BPDPKS tercermin dalam
inisiatif strategisnya, antara lain:
1. Penyediaan layanan informasi secara penuh dan
transparan kepada pekebunan sawit rakyat.
Melakukan tindak lanjut berdasarkan hasil
pendataan pekebun, lahan, serta produksi sawit
melalui penyediaan aplikasi pelacakan dan
penyampaian informasi ke publik yang dapat diakses
secara real time oleh pekebun sawit. Sehingga
diharapkan pekebun sawit dapat memperoleh
layanan informasi yang tepat, cepat, dan akurat.
44
Profil BPDPKS
BPDPKS Profile
By paying attention to and considering the challenges
and opportunities of both export and domestic
markets, as well as the existence of a business climate
that is more in favor of increasing investment, the work
program of all palm oil stakeholders in 2020 needs to
be focused on the following:
1. Increasing productivity through improvements in
production techniques and mechanisms as well as
replanting activities.
2. Encouraging the acceleration of sustainability/
ISPO.
3. Encouraging export development, especially in new
export destination countries as well as mitigating
various trade barriers that arise in the global market.
4. Increasing awareness and loyalty of the Indonesian
people towards the existence of palm oil and its
derivative products, as well as expand and develop
effective and efficient palm oil positive campaigns
both domestically and in various major export
destination countries.
Given the various opportunities and challenges that exist
in 2020, as well as the government’s strong support for
the palm oil industry, GAPKI is optimistic that the palm oil
industry in 2021 will be much better than previous year.
Development of Governance
Implementation
BPDPKS emphasizes the importance of implementing
Good Governance principles and paying attention
to best practices of governance application in all
BPDPKS organs, starting from the Supervisory Board,
Board of Directors, to all employees in order to ensure
business sustainability and create sustainable value
for all stakeholders. In addition, BPDPKS adheres to the
general guidelines for good governance by applying
five basic principles of transparency, accountability,
responsibility, independence, and equality & fairness.
Throughout 2020, BPDPKS has updated guidelines
and policies in line with developments in BPDPKS as
well as changes to applicable laws and regulations.
Developments in the implementation of BPDPKS
governance are reflected in its strategic initiatives,
including:
1. Providing full and transparent information services
to smallholders.
Follow up on the results of data collection on
farmers, land, and palm oil production by providing
tracking applications and delivering information to
the public that can be accessed in real time by palm
oil farmers. Thus, it is hoped that palm oil farmers
are able to attain appropriate, fast, and accurate
information services.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

2. Penyusunan dokumen perencanaan kebijakan yang
berkualitas.
Diperlukan penyusunan dokumen perencanaan
baik tahunan maupun lima tahunan yang
mengedepankan prinsip specific, measurable,
achievable, realistic, and timely (SMART) sehingga
diharapkan mampu meminimalisir deviasi terhadap
realisasi program.
3. Pengelolaan dana perkebunan kelapa sawit yang
akuntabel.
Diperlukan realisasi dari asas pengelolaan dana
sawit yaitu keterbukaan dan transparansi dalam
pengelolaan segala keuangan perusahaan (Dana
Perkebunan Kelapa Sawit)
4. Penerapan manajemen risiko yang lebih matang.
Dalam rangka menjamin keberlanjutan layanan
BPDPKS serta sebagai langkah mitigasi risiko yang
muncul diperlukan penerapan manajemen risiko
yang holistik secara matang.
2. Preparation of quality policy planning documents.
It is necessary to prepare an annual or five-year
planning document that prioritizes the principles
of specific, measurable, achievable, realistic, and
timely (SMART) so that it is expected to minimize
deviations from program realization.
3. Accountable management of palm oil plantation
funds.
It is necessary to realize the principle of managing
palm oil funds, namely openness and transparency
in the finance management of the Company (Dana
Perkebunan Kelapa Sawit).
4. More mature risk management implementation.
In order to ensure the continuity of BPDPKS services
and as a step to mitigate the risks that arise, it is
necessary to implement a thorough holistic risk
management.

Melalui pelaksanaan Good Governance diharapkan Through the implementation of Good Governance, it
menjadi kunci utama untuk meminimalisir risiko serta is expected to be the main key to minimize risk and
menjaga keberlangsungan usaha BPDPKS. maintain the sustainability of BPDPKS’s business.

Sumber Daya Manusia Human Resources

BPDPKS senantiasa berkomitmen dalam
pengembangan sumber daya manusia sebagai bagian
dari upaya perusahaan untuk menjaga keberlanjutan
kegiatan usaha BPDPKS. Tercatat hingga akhir
tahun 2020, pengelolaan program kepegawaian
kelapa sawit telah dilakukan hingga mencapai 59
paket kegiatan di enam institusi pendidikan berbeda
di seluruh Indonesia. Hal ini dilakukan dalam rangka
pengembangan kapasitas karyawan agar selalu siap
beradaptasi dengan perubahan bisnis yang semakin
pesat. Kami juga berkomitmen untuk menerapkan
strategi pengembangan dan optimalisasi kemampuan
pegawai untuk mendukung kegiatan BPDPKS.
BPDPKS is continuously committed to the development
of human resources as part of the Company’s measures
to maintain the sustainability of BPDPKS’ business
activities. It was recorded that until the end of 2020,
BPDPKS management staffing program had been
carried out to reach 59 activity packages in six different
educational institutions throughout Indonesia.
This is done in the context of developing employee
capacity so that they are always ready to adapt to the
rapidly changing business. We are also committed to
implementing strategies for developing and optimizing
employee capabilities to support BPDPKS activities.

Perubahan Komposisi Direksi Changes of Composition within

the Board of Directors
Sepanjang tahun 2020 jumlah dan komposisi Direksi Throughout 2020, the number and composition
BPDPKS mengalami perubahan dengan adanya of BPDPKS Board of Directors changed with the
pengangkatan dan pemberhentian Direksi. appointment and dismissal of the Board of Directors.

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Dono Boestami Direktur Utama Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal Februari 2017 s.d.
. President Director 19 September 2019 menggantikan Keputusan Menteri Keuangan Maret 2020
Nomor 57/KMK.05/2017 tanggal 2 Februari 2017 .

Decree of the Minister of Finance No. 739/KMK.05/2019 dated September

. February 2017 – March
.

19, 2019 replaced the Decree of the Minister of Finance No. 57/KMK.05/2017 2020
dated February 2, 2017

45
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Catur Ariyanto Direktur Keuangan, Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal Juni 2016 s.d. Maret
Widodo Umum, Kepatuhan dan 19 September 2019 menggantikan Keputusan Menteri Keuangan 2020
Manajemen Risiko Nomor 372/KMK.01/2016 tanggal 20 Mei 2016 . June 2016 – March 2020
Director of Finance, General
. Decree of the Minister of Finance No. 739/KMK.05/2019 dated September
.

Affairs, Compliance and Risk 19, 2019 replaced the Decree of the Minister of Finance No. 372/
Management KMK.01/2016 dated May 20, 2016

Kabul Direktur Perencanaan dan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal November 2019 s.d.
Wijayanto Pengelolaan Dana* 19 September 2019 Sekarang
Director of Planning and Fund
. Decree of the Minister of Finance No. 739/KMK.05/2019 dated September
. . November 2019 - present
Management* 19, 2019

Sunari Direktur Penghimpunan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal Oktober 2019 s.d.
Dana 19 September 2019 Sekarang
. Director of Fund Collection Decree of the Minister of Finance No. 739/KMK.05/2019 dated September
.

October 2019 - present

19, 2019
.

Edi Wibowo Direktur Penyaluran Dana Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal Februari 2017 s.d.
Director of Fund
. 19 September 2019 menggantikan Keputusan Menteri Keuangan Sekarang
Disbursement Nomor 57/KMK.05/2017 tanggal 2 Februari 2017 . February 2017 - present
Decree of the Minister of Finance No. 739/KMK.05/2019 dated September
.

19, 2019 replaced the Decree of the Minister of Finance No. 57/KMK.05/2017
dated February 2, 2017

- Direktur Kemitraan* - Kosong

. Director of Partnerships* . None

Setelah berakhirnya tahun buku BPDPKS, terjadi
beberapa perubahan komposisi Direksi berdasarkan
Keputusan Menteri Keuangan No. 53/KMK.01/2020
tentang Pemberhentian dan Pengangkatan Direktur
Utama pada Badan Layanan Umum BPDPKS dan
No. 54/KMK.01/2020 mengenai Pemberhentian dan
Pengangkatan dalam Jabatan pada Badan Layanan
Umum BPDPKS. Mulai tanggal 2 Maret 2020 telah
ditetapkan Direktur Utama dan Direktur Keuangan,
Umum, Kepatuhan dan Manajemen Risiko BPDPKS
masing-masing adalah Eddy Abdurrachman dan Zaid
Burhan Ibrahim. Berikut adalah komposisi Direksi
sampai dengan Laporan Tahunan ini disusun:
After the end of BPDPKS fiscal year, there were several
changes in the composition of the Board of Directors
based on the Decree of the Minister of Finance No. 53/
KMK.01/2020 regarding the Dismissal and Appointment
of the President Director at BPDPKS Public Service
Agency No. 54/KMK.01/2020 regarding Dismissal and
Appointment in Position at BPDPKS Public Service
Agency. Starting on March 2, 2020, the President Director,
and Director of Finance, General Affairs, Compliance and
Risk Management of BPDPKS are Eddy Abdurrachman
and Zaid Burhan Ibrahim, respectively. The following is
the composition of the Board of Directors until this Annual
Report was prepared:

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Eddy Direktur Utama Keputusan Menteri Keuangan Nomor 53/ Maret 2020 – sekarang
Abdurrachman . President Director KMK.01/2020 tanggal 2 Maret 2020 . March 2020 - present
Decree of the Minister of Finance No. 53/KMK.01/2020 dated
.

March 2, 2020

Zaid Burhan Direktur Keuangan, Umum, Keputusan Menteri Keuangan Nomor 54/ Maret 2020 – sekarang
Ibrahim Kepatuhan dan Manajemen KMK.01/2020 tanggal 2 Maret 2020 . March 2020 - present
Risiko Decree of the Minister of Finance No. 54/KMK.01/2020 dated
.

Director of Finance, General Affairs,

.
March 2, 2020
Compliance and Risk Management

Kabul Direktur Perencanaan dan Keputusan Menteri Keuangan Nomor 739/ November 2019 –
Wijayanto Pengelolaan Dana* KMK.05/2019 tanggal 19 September 2019 sekarang
Director of Planning and Fund
. Decree of the Minister of Finance No. 739/KMK.05/2019 dated
. . November 2019 - present
Management* September 19, 2019

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Pendukung Badan Layanan
Services Agency Support
Komposisi dan Masa Jabatan Direksi
. Composition and Term of Office of the Board of Directors
Nama Jabatan
. Name . Position
Sunari Direktur Penghimpunan Dana
. Director of Fund Collection
Edi Wibowo Direktur Penyaluran Dana
. Director of Fund Disbursement
Edi Wibowo Plt. Direktur Kemitraan
. Act. Director of Partnershipoke
Atas nama Direksi, kami memberikan apresiasi dan
mengucapkan terima kasih kepada Sdr. Dono Boestami
dan Sdr. Catur Ariyanto Widodo atas dedikasi dan
kontribusinya selama menjabat sebagai anggota
Direksi BPDPKS dan selamat bergabung kepada jajaran
Direksi baru. Kami optimis dengan komposisi yang baru
ini akan mampu membawa BPDPKS semakin solid dan
dapat meraih pencapaian serta kinerja yang lebih baik.
Apresiasi
Akhir kata, kami selaku Direksi BPDPKS menyampaikan
rasa terima kasih yang sebesar-besarnya kepada para
Pemangku Kepentingan atas kepercayaan, masukan
dan saran dalam rangka pengembangan BPDPKS baik di
Tahun Buku 2020 maupun untuk tahun yang akan datang.
Ucapan terima kasih juga kami sampaikan kepada
seluruh karyawan atas dedikasi dan kerja kerasnya
sepanjang tahun sehingga BPDPKS berhasil meraih
kinerja yang memuaskan. Kami berharap kerjasama
yang baik ini dapat terus dijaga dan ditingkatkan bagi
keberhasilan BPDPKS pada tahun-tahun mendatang.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Management Discussion and Analysis BPDPKS Good Governance
Dasar Pengangkatan Masa Jabatan
. Basis of Establishment . Term of Office
Keputusan Menteri Keuangan Nomor 739/ Oktober 2019 – sekarang
KMK.05/2019 tanggal 19 September 2019 . October 2019 - present
Decree of the Minister of Finance No. 739/KMK.05/2019 dated
.
September 19, 2019
Keputusan Menteri Keuangan Nomor 739/ Februari 2017 – sekarang
KMK.05/2019 tanggal 19 September 2019 . February 2017 - present
menggantikan Keputusan Menteri Keuangan Nomor
57/KMK.05/2017 tanggal 2 Februari 2017
Decree of the Minister of Finance No. 739/KMK.05/2019 dated
.
September 19, 2019 replaced the Decree of the Minister of
Finance No. 57/KMK.05/2017 dated February 2, 2017
Surat Perintah Direktur Utama Badan Pengelola Oktober 2020-Sekarang
Dana Perkebunan Kelapa Sawit Nomor PRIN-08/ . October 2020 - present
DPKS/2020 tanggal 15 Oktober 2020
Order of the President Director of the Palm Oil Plantation Fund
.
Management Agency Number PRIN-08/DPKS/2020 dated
October 15, 2020
On behalf of the Board of Directors, we prompt our
appreciation and gratefulness to Mr. Dono Boestami
and Mr. Catur Ariyanto Widodo for their dedication and
contribution while serving as a member of the Board of
Directors of BPDPKS and welcome to the new Board of
Directors. We are optimistic that this new composition
will be able to bring BPDPKS even more solid and able
to realize better accomplishments and performance.
Appreciation
Conclusively, we as the Board of Directors of BPDPKS
express our deepest gratitude to the Stakeholders for
their trust, input and suggestions in developing BPDPKS
both in the 2020 Fiscal Year and for the coming year.
We also acknowledge all employees for their dedication
and hard work throughout the year so that BPDPKS
managed to achieve a satisfactory performance. We
hope that this good cooperation can be sustained and
improved for the success of BPDPKS in the years to
come.
Jakarta, April 2021
Atas Nama Direksi
On behalf of the Board of Directors
Eddy Abdurrachman
Direktur Utama
President Director
47
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Surat Pernyataan Anggota Dewan Pengawas dan Direksi

Tentang Tanggung Jawab atas Laporan Tahunan 2020
Badan Pengelola Dana Perkebunan Kelapa Sawit
Statement of The Board of Directors and The Supervisory Board
With Regard to The Annual Report of The Company for The Year 2020
Badan Pengelola Dana Perkebunan Kelapa Sawit

Kami yang bertanda tangan di bawah ini menyatakan
bahwa semua informasi dalam Laporan Tahunan
Badan Pengelola Dana Perkebunan Kelapa Sawit tahun
2020 telah dimuat secara lengkap dan bertanggung
jawab penuh atas kebenaran isi Laporan Tahunan
perusahaan.
We, the undersigned here with declare that all
informations stated in the Annual Report of
Badan Pengelola Dana Perkebunan Kelapa Sawit for
the year 2020 is entirely complete and we are fully
responsible for correctness of its contents.

Jakarta, April 2021

Dewan Pengawas
Supervisory Board

Evita H Legowo
Ketua Dewan Pengawas
Chairman of the Supervisory Board

Musdhalifah Machmud Heru Pambudi

Anggota Dewan Pengawas Anggota Dewan Pengawas
Supervisory Board Member Supervisory Board Member

Kasdi Subagyono Dadan Kusdiana Indrasari Wisnu Wardhana

Anggota Dewan Pengawas Anggota Dewan Pengawas Anggota Dewan Pengawas
Supervisory Board Member Supervisory Board Member Supervisory Board Member

Abdul Rochim Taufik Mappaenre Joko Supriyono

Anggota Dewan Pengawas Anggota Dewan Pengawas Anggota Dewan Pengawas
Supervisory Board Member Supervisory Board Member Supervisory Board Member

48
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Direksi
The Board of Directors

Eddy Abdurrachman
Direktur Utama
President Director

Zaid Burhan Ibrahim Kabul Wijayanto

Direktur Keuangan, Umum, Kepatuhan Direktur Perencanaan dan Pengelolaan Dana
dan Manajemen Risiko Director of Planning and Fund Management
Director of Finance, General Affairs, Compliance
and Risk Management

Sunari Edi Wibowo

Direktur Penghimpunan Dana Direktur Penyaluran Dana
Fundraising Director merangkap Plt. Direktur Kemitraan
Director of Funds Distribution
concurrently Acting Partnership Director

49
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Profil
Perusahaan
Company Profile
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Identitas BPDPKS
BPDPKS Identity

Nama Perusahaan
: Badan Pengelola Dana Perkebunan Kelapa Sawit
. Name of the Company

Nama Singkat BPDPKS

:
. Nick Name

Graha Mandiri Lantai 5

Alamat Kantor
: Jl. Imam Bonjol No.61, Menteng, Kota Jakarta Pusat,
. Address DKI Jakarta 10310

Domisili Usaha Jakarta Indonesia

:
. Business Domicile

Telepon (021) 3983 2091 – 94

:
. Phone

Faksimili (021) 3983 2095

:
. Facsimile

E-mail info@bpdp.or.id
: pengaduan@bpdp.or.id
. E-mail

Website : www.bpdp.or.id

Media Sosial Twitter : BPDPkelapasawit Instagram : bpdpkelapasawit

: Facebook : bpdpsawit youtube : BLU BPDPsawit
. Social Media

Menghimpun, mengadministrasikan, mengelola, menyimpan, dan menyalurkan dana yang bertujuan

untuk mendorong pengembangan perkebunan kelapa sawit yang berkelanjutan. Penghimpunan
dana bersumber dari Pelaku Usaha Perkebunan Kelapa Sawit, Dana Lembaga Pembiayaan, Dana
Masyarakat dan Dana lain yang sah. Dana yang dihimpun meliputi pungutan atas ekspor komoditas
Bidang Usaha
: perkebunan kelapa sawit dan/atau turunannya dan iuran.
Line of Business
Collecting, administering, managing, storing, and distributing funds aimed at encouraging the development of
.

sustainable oil palm plantations. The collection of funds comes from Palm Oil Plantation Business Actors, Funds
from Financing Institutions, Community Funds and other legitimate funds. The funds collected include levies on
exports of oil palm plantation commodities and/or their derivatives and fees.

Tanggal Berdiri 10 Juni 2015

: June 10, 2015
. Date of Establishment .

NPWP 00.020.998.1-071.000
:
. TIN

86 Karyawan di tahun 2020 | Employees in 2020

Jumlah Karyawan
: 90 Karyawan di tahun 2019 | 90 Employees in 2019
. Total Employees 93 Karyawan di tahun 2018 | 93 Employees in 2018

Pemegang Saham 100% Pemerintah Republik Indonesia

:
. Shareholders

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Riwayat Singkat BPDPKS

Brief History of BPDPKS

Badan Pengelola Dana Perkebunan Kelapa Sawit (BPDPKS) merupakan

unit kerja yang berbentuk Badan Layanan Umum (BLU) yang berada di
bawah Kementerian Keuangan Republik Indonesia dan bertanggung jawab
dalam menghimpun, mengelola, mengadministrasikan, menyimpan dan
menyalurkan dana perkebunan kelapa sawit. Pada tanggal 10 Juni 2015,
BPDPKS ditetapkan sebagai instansi pemerintah yang menerapkan pola
keuangan BLU secara penuh melalui Keputusan Menteri Keuangan Nomor
113/PMK.01/2015 tentang Penetapan BPDPKS pada Kementerian Keuangan
sebagai Instansi Pemerintah yang Menerapkan Pengelolaan Keuangan
Badan Layanan Umum secara penuh.

Badan Pengelola Dana Perkebunan Kelapa Sawit (BPDPKS) is a work unit in the form of
a Public Service Agency (BLU) under the Ministry of Finance of the Republic of Indonesia.
BPDPKS is responsible for collecting, managing, administering, storing, and distributing
funds for palm oil plantations. On June 10, 2015, BPDPKS was designated as a government
agency that fully implements the BLU financial pattern through the Decree of the Minister
of Finance No. 113/PMK.01/2015 regarding the Determination of BPDPKS at the Ministry
of Finance as a Government Agency that Implements the Financial Management of Public
Service Agencies in full.

BPDPKS membentuk Komite Pengarah yang terdiri
dari 8 (delapan) kementerian yang bertanggung jawab
dalam memberikan arah kebijakan atas pelaksanaan
tugas, yang meliputi: 1 (satu) Kementerian Koordinator
Bidang Perekonomian (Ketua) dan 7 (tujuh) Anggota
yang terbagi ke dalam 7 (tujuh) kementerian berbeda
antara lain, Kementerian Keuangan, Kementerian
perindustrian, Kementerian perdagangan, Kementerian
pertanian, Kementerian Energi dan Sumber Daya
Mineral, Kementerian Badan Usaha Milik Negara, dan
Kementerian Perencanaan Pembangunan Nasional/
Badan Perencanaan Pembangunan Nasional.
BPDPKS formed a Steering Committee consisting of
8 (eight) ministries responsible for providing policy
directions for the implementation of tasks that
include: 1 (one) Coordinating Ministry for Economic
Affairs (Chairman) and 7 (seven) Members divided
into 7 (seven) different ministries, among others,
the Ministry of Finance, the Ministry of Industry,
the Ministry of Trade, the Ministry of Agriculture,
the Ministry of Energy and Mineral Resources,
the Ministry of State-Owned Enterprises, and the
Ministry of National Development Planning/National
Development Planning Agency.

Komite Pengarah bertugas menyusun kebijakan berkaitan
dengan penghimpunan dan penggunaan Dana, termasuk
kebijakan pengelolaan Dana guna mendapatkan nilai
tambah yang berkelanjutan serta melakukan monitoring
atas pelaksanaan kebijakan penghimpunan dan
penggunaan Dana.
The Steering Committee is tasked with formulating
policies relating to the collection, and use of funds,
including policies for managing funds in order to
obtain sustainable added value and monitoring the
implementation of policies for the collection and use of
funds.

53
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
BPDPKS bertugas untuk melaksanakan pengelolaan
Dana Perkebunan Kelapa Sawit sesuai dengan
kebijakan dan aturan yang telah ditetapkan Komite
Pengarah dengan memperhatikan program pemerintah.
BPDPKS memiliki program pengembangan kelapa
sawit berkelanjutan yang bertujuan mendorong
penelitian dan pengembangan, promosi usaha,
pengembangan biodiesel, replanting, meningkatkan
fasilitas dan infrastruktur pengembangan industri,
peningkatan jumlah mitra usaha dan jumlah ekspor,
serta mengedukasi dan meningkatkan kualitas sumber
daya masyarakat mengenai perkebunan kelapa sawit.
Landasan hukum pendirian BPDPKS adalah sebagai
berikut:
1. Undang-undang Nomor 17 tahun 2003 tanggal 5
April 2003 tentang Keuangan Negara;
2. Undang Undang No. 1 Tahun 2004 tanggal 1 Januari
2004 tentang Perbendaharaan Negara;
3. Undang-undang Nomor 39 Tahun 2014 tanggal 17
Oktober 2014 tentang Perkebunan;
4. Peraturan Pemerintah No. 23 Tahun 2005 jo. PP No.
74 Tahun 2012 tanggal 28 Agustus 2012 tentang
Pengelolaan Keuangan Badan Layanan Umum
(BLU);
5. Peraturan Pemerintah Nomor 24 Tahun 2015
tanggal 25 Mei 2015 tentang Penghimpunan Dana
Perkebunan;
6. Peraturan Presiden Nomor 61 Tahun 2015 tanggal
25 Mei 2015 jo. Perpres 24 Tahun 2016 jo. Perpres
66 Tahun 2018 tentang Penghimpunan Dana dan
Penggunaan Dana Perkebunan Kelapa Sawit
7. Peraturan Menteri Keuangan Nomor 92/
PMK.05/2011 tentang Rencana Bisnis dan Anggaran
serta Pelaksanaan Anggaran Badan Layanan Umum
(BLU);
8. Peraturan Menteri Keuangan No 113 Tahun 2015
tentang Organisasi dan Tata Kerja Badan Pengelola
Dana Perkebunan Kelapa Sawit (BPDPKS);
9. PMK No. 136 Tahun 2019 tentang Tarif Layanan BLU
BPDPKS.
10. Keputusan Menteri Keuangan Nomor 650/
KMK.05/2015 tentang Penetapan Badan Pengelola
Dana Perkebunan Kelapa Sawit pada Kementerian
Keuangan sebagai Instansi Pemerintah yang
Menerapkan Pengelolaan Keuangan Badan Layanan
Umum (BLU)MK No. 650 Tahun 2015 tentang
Penetapan BPDPKS sebagai Badan Layanan Umum
(BLU);
11. Peraturan Direktur Jenderal Perbendaharaan
Nomor PER- 20/PB/2012 tentang Pedoman Teknis
Penyusunan Rencana Bisnis dan Anggaran Satuan
Kerja Badan Layanan Umum
54
Profil BPDPKS
BPDPKS Profile
BPDPKS is tasked with implementing the management
of the Palm Oil Plantation Fund in accordance with the
policies and regulations set by the Steering Committee
by taking into account the government programs.
BPDPKS has a sustainable palm oil development program
that aims to encourage research and development,
business promotion, biodiesel development, replanting,
improve facilities and infrastructure for industrial
development, increase the number of business partners
and the number of exports, as well as educate and
improve the quality of community resources concerning
palm oil plantations. In accordance with the brief history
description, BPDPKS has never changed its name since it
was first established until today.
The legal basis for establishing BPDPKS are as
follows:
1. Law Number 17 of 2003 dated April 5, 2003
regarding State Finance;
2. Law no. 1 of 2004 dated January 1, 2004 regarding
the State Treasury;
3. Law Number 39 of 2014 dated October 17, 2014
regarding Plantations;
4. Government Regulation No. 23 of 2005 jo. PP No.
74 of 2012 dated August 28, 2012 regarding the
Financial Management of Public Service Agencies
(BLU);
5. Government Regulation No. 24 of 2015 dated May
25, 2015 regarding the Collection of Plantation
Funds;
6. Presidential Regulation No. 61 of 2015 dated
May 25, 2015 jo. Presidential Decree 24 of 2016
jo. Presidential Decree 66 of 2018 regarding
Fundraising and Use of Palm Oil Plantation Funds;
7. Regulation of the Minister of Finance Number
92/PMK.05/2011 regarding Business Plans and
Budgets and Budget Implementation for Public
Service Agencies (BLU);
8. Regulation of the Minister of Finance No. 113 of 2015
regarding the Organization and Work Procedure of
the Palm Oil Plantation Fund Management Agency
(BPDPKS);
9. PMK No. 136 of 2019 regarding BPDPKS BLU
Service Tariffs.
10. Decree of the Minister of Finance No. 650/
KMK.05/2015 regarding the Appointment of the
Palm Oil Plantation Fund Management Agency at
the Ministry of Finance as a Government Agency
Implementing the Financial Management of the
Public Service Agency (BLU) MK No. 650 of 2015
regarding the Determination of BPDPKS as a Public
Service Agency (BLU);
11. Regulation of the Director General of Treasury No.
PER-20/PB/2012 regarding Technical Guidelines for
the Preparation of Business Plans and Budgets for
Public Service Agencies;
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Jejak Langkah
Milestones
Ketergantungan terhadap BBM impor membuat neraca perdagangan migas defisit
Dependence on imported fuel has created a deficit in the oil and gas trade balance
2014

• Januari : Harga CPO menurun secara signifikan akibat kemerosotan harga minyak mentah
dan kelebihan pasokan CPO di pasar domestik. Petani sawit terkena dampak penurunan
harga CPO. Program biodiesel tidak berjalan.
• Februari : Semua pemangku kepentingan berupaya menjaga stabilitas harga CPO.
Kemenko Perekonomian memanggil seluruh pemangku kepentingan di industri Sawit
2015

(Kementerian Keuangan, ESDM, Perdagangan, Perindustrian, Pertanian) dan pelaku

industri (pengusaha, perkebunan, biodiesel, otomotif dan petani).
• April : Finalisasi regulasi pembentukan BPDPKS Draft regulasi diuji Pemerintah.
• Mei : Pemerintah menerbitkan BPDPKS berupa Peraturan Pemerintah (PP) dan Peraturan
Presiden (Perpres). Peraturan Presiden Nomor 24 Tahun 2016 tanggal 15 Maret 2016
Tentang Perubahan Atas Peraturan Presiden Nomor 61 Tahun 2015 Tentang
• Penghimpunan dan Penggunaan Dana Perkebunan Kelapa Sawit.
• Juni : BPDPKS resmi menjadi Badan Layanan Umum (BLU) non struktural
• Juli : operasi BPDPKS mulai berjalan
• Agustus : BPDPKS menandatangani Nota Kesepahaman (MoU) kerjasama pengembangan
kelapa sawit berkelanjutan dan launching biodiesel B-15. BPDPKS menyalurkan dana
subsidi untuk pertama kalinya ke Pertamina. Penetapan denda Rp6000/ liter atas dana
subsidi yang wajib dicampur. Tender PSO pertama melalui pembiayaan BPDP sebesar 1,8
juta kilo liter. Harga kelapa sawit meningkat.
• January: CPO price decreased significantly due to the slump in crude oil prices and the
oversupply of CPO in the domestic market. Palm oil farmers are affected by the decline in
CPO price. The biodiesel program is not running.
• February: All stakeholders strive to maintain CPO price stability. The Coordinating
Ministry for the Economy calls on all stakeholders in the palm oil industry (Ministry of
Finance, Energy and Mineral Resources, Trade, Industry, Agriculture) and industry players
(entrepreneurs, plantations, biodiesel, automotive and farmers).
• April: Finalization of regulations for the establishment of BPDPKS. The draft regulation is
examined by the Government.
• May: Government issues BPDPKS in the form of Government Regulation (PP) and
Presidential Regulation (Perpres). Presidential Regulation No. 24 of 2016 dated March
15, 2016 regarding Amendments to Presidential Regulation No. 61 of 2015 regarding the
collection and Use of Dana Perkebunan Kelapa Sawit.
• June: BPDPKS officially becomes a non-structural Public Service Agency (BLU)
• July: BPDPKS starts operating
• August: BPDPKS signed a Memorandum of Understanding (MoU) for the cooperation
in developing sustainable palm oil and launching biodiesel B-15. BPDPKS distributed
subsidy funds for the first time to Pertamina. Determination of a fine of Rp6000/liter for
subsidy funds that must be mixed. The first PSO tender was through BPDP financing of
1.8 million kilo liters. Palm oil price is rising.

55
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

2018

Pelaksanaan implementasi program mandatori biodiesel 20% (B20) pada seluruh sektor
Implementation of mandatory 20% biodiesel (B20) program implementation in all sectors

• Launching Road Test B30

• Launching Pemanfaatan Sistem Teknologi Informasi Penyaluran Biodiesel melalui
2019

Aplikasi Biodiesel.
• Launching Road Test B30
• Launching of Utilization of Biodiesel Distribution Information Technology System through
Biodiesel Application.

• Penandatangan Nota Kesepahaman (MoU) tentang Kerjasama Penelitian dan Pengembangan

Bahan Bakar Nabati antara Badan Litbang ESDM, BPDPKS, Pupuk Indonesia, Pertamina
2020

dan ITB. Ruang lingkup MoU ini adalah dalam rangka optimalisasi dan pemanfataan hasil
penelitian dan pengembangan bahan bakar nabati berupa penelitian, pengembangan pabrik
percontohan pabrik bahan bakar diesel biohidrokarbon dan bioavtur.
• Seremoni Penandatanganan 14 perjanjian Penelitian dan Pengembangan dalam kerangka
pendanaan dari BPDPKS pada 24 Juni 2020 dengan otal dana yang disetujui sebesar Rp27,5
milliar
• Pelaksanaan seminar daring Pekan Riset Nasional (Perisai) dengan tema “MAHAKARYA
INOVASI SAWIT NASIONAL : Fostering Innovation for Oil Palm Sector Resilience Facing
COVID-19 Pandemic” pada tanggal 20 Oktober 2020 dengan narasumber Kementerian
Koordinator Bidang Perekonomian dan PASPI
• Seleksi mahasiswa penerima beasiswa sawit yang dilakukan oleh BPDPKS bekerjasama
dengan ALPENSI (Asosiasi Lembaga Pendidikan dan Pelatihan Sawit Indonesia) yang
dilakukan pada 22 Juni – 15 September 2020 dan diumumkan pada halaman resmi bpdp.
go.id.
• Signing of a Memorandum of Understanding (MoU) on Cooperation in Research and
Development of Biofuels between the ESDM Research and Development Agency, BPDPKS,
Pupuk Indonesia, Pertamina and ITB. The scope of this MoU is in the context of optimizing
and utilizing the results of research and development of biofuels in the form of research,
development of pilot factories for biohydrocarbon diesel fuel plants and bioavtur.
• The signing ceremony of 14 Research and Development agreements within the framework
of funding from BPDPKS on June 24, 2020 with a total approved fund of Rp. 27.5 billion
• Implementation of the National Research Week (Shield) online seminar with the theme
“NASIONAL PALM INNOVATION MASTERS: Fostering Innovation for Oil Palm Sector
Resilience Facing COVID-19 Pandemic” on October 20, 2020 with speakers from the
Coordinating Ministry for Economic Affairs and PASPI
• Selection of palm oil scholarship recipients conducted by BPDPKS in collaboration with
ALPENSI (Association of Indonesian Palm Oil Education and Training Institutions) which
was conducted on June 22 – September 15, 2020 and announced on the official page bpdp.
go.id.

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Tujuan BPDPKS
Objective of BPDPKS
Sesuai dengan fungsinya sebagai Badan Layanan Umum,
BPDPKS bertugas menghimpun dana dari masyarakat sawit,
kemudian menyalurkan kembali dana yang telah dihimpun
tersebut kepada masyarakat sawit dalam bentuk layanan
berupa program-program sebagai upaya dalam mendorong
pengembangan perkebunan kelapa sawit yang berkelanjutan,
yang meliputi:
Tujuan strategis pada RSB 2020-2024 | Strategic objective of 2020-2024 RSB:
01 02
Terjaminnya keberlanjutan dana
perkebunan kelapa sawit
Guaranteed sustainability of
palm oil plantation fund
04 05
Terciptanya iklim investasi yang
positif pada industri sektor hilir
Creation of positive climate of
investment for upstream industry
Tujuan utama dibentuknya BPDPKS dalam menghimpun,
mengelola, mengadministrasikan, menyimpan, dan menyalurkan
dana adalah salah satu upaya dalam rangka pengembangan
industri perkebunan kelapa sawit yang berkelanjutan. Dana
yang dihimpun oleh BPDPKS bersumber dari Pelaku Usaha
Perkebunan Kelapa Sawit, Dana Lembaga Pembiayaan, Dana
Masyarakat, serta sumber Dana lain yang sah. Dana yang
dihimpun meliputi pungutan atas ekspor komoditas perkebunan
kelapa sawit dan/atau turunannya dan iuran. Selanjutnya dana
yang dihimpun digunakan untuk kepentingan:
y Pengembangan sumber daya manusia perkebunan
kelapa sawit yang dimaksudkan untuk meningkatkan
pengetahuan, keterampilan, profesionalisme kemandirian
dan berdaya saing serta untuk meningkatkan kemampuan
teknis, manajerial dan kewirausahaan.
y Penelitian dan pengembangan perkebunan kelapa sawit,
dimaksudkan untuk (1) pemenuhan hasil perkebunan
kelapa sawit; (2) kebutuhan pangan; (3) hilirisasi industri
perkebunan kelapa sawit; (5) penyediaan dan pemanfaatan
bahan bakar nabati jenis biodiesel.
y Promosi Perkebunan Kelapa Sawit, dimaksudkan untuk
meningkatkan (1) citra nilai produk Kelapa Sawit (2)
informasi pasar kelapa sawit, (3) memperluas pasar kelapa
sawit,(4) meningkatkan investasi perkebunan kelapa sawit
dan atau (5) menumbuh kembangkan pusat pemasaran
komoditas perkebunan kelapa sawit;
y Peremajaan Perkebunan Kelapa Sawit, dimaksudkan
untuk peningkatan produktivitas tanaman perkebunan
kelapa sawit serta menjaga luasan lahan perkebunan
kelapa sawit agar dapat dimanfaatkan secara optimal; dan
y Sarana dan Prasarana Perkebunan Kelapa Sawit,
dimaksudkan untuk peningkatan produksi, produktivitas
dan mutu hasil perkebunan kelapa sawit. Sarana dan
prasarana terdiri atas benih, pupuk, pestisida, alat pasca
panen dan pengolahan hasil, jalan kebun dan jalan akses
ke jalan umum dan/atau ke pelabuhan, alat transportasi,
mesin pertanian, pembentukan infrastruktur pasar dan
verifikasi atau penelusuran teknis.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
In accordance with its function as a Public Service Agency,
BPDPKS is tasked with collecting funds from the palm oil
community, then redistributing the collected funds to the them
in the form of services of programs as an effort to encourage
the development of sustainable palm oil plantations, which
include:
03
Terbentuknya Terciptanya peningkatan
stabilisasi harga CPO kesejahteraan bagi
Stabilized CPO price pekebun rakyat
Improvement of
smallholders' welfare
Meningkatkan kepercayaan stakeholder
terhadap kinerja BPDPKS
Enhanced stakeholders' trust to
OPPFMA's performance
The main purpose of establishing BPDPKS in collecting,
managing, administering, storing, and distributing funds is
one of the efforts in the context of developing a sustainable
palm oil plantation industry. Funds collected by BPDPKS are
sourced from Palm Oil Plantation Business Actors, Funding
Institution, Community Funds, and other legitimate sources
of funds. Funds collected include levies on exports of palm
oil plantation commodities and/or their derivatives and fees.
Furthermore, the funds raised are used for the following
purposes:
y The development of human resources for palm oil
plantations is intended to increase knowledge, skills,
professionalism, independence, and competitiveness
as well as to improve technical, managerial, and
entrepreneurial abilities.
y Research and development of palm oil plantations, is
intended to (1) fulfill the results of palm oil plantations;
(2) food needs; (3) downstreaming the palm oil plantation
industry; (5) supply and utilization of biodiesel type
biofuel.
y Promotion of Palm Oil Plantation, is intended to improve (1)
the image of the value of Palm Oil products (2) information
on the palm oil market, (3) expand the palm oil market,
(4) increase investment in palm oil plantations and/or (5)
develop a marketing center palm oil plantation commodity;
y Palm oil plantation rejuvenation, intended to increase the
productivity of palm oil plantations and to maintain the
area of palm oil plantations so that they can be utilized
optimally; and
y Palm Oil Plantation Facilities and Infrastructure, intended
to increase production, productivity, and quality of palm oil
plantation products. Facilities and infrastructure consist
of seeds, fertilizers, pesticides, post-harvest tools and
product processing, garden roads and access roads to
public roads and/or to ports, transportation equipment,
agricultural machinery, establishment of market
infrastructure, and technical verification or investigation.
57
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Visi, Misi, Budaya BPDPKS

Vision, Mission, Culture of BPDPKS
Pengertian visi didefinisikan sebagai suatu gambaran
yang menyatakan cita-cita atau impian sebuah organisasi
atau perusahaan yang ingin dicapai di masa depan,
sedangkan misi adalah rumusan umum mengenai upaya-
upaya yang akan dilaksanakan untuk mewujudkan visi.
Vision is defined as a depiction that states the
aspirations or dreams of an organization or company
to be achieved in the future, while mission is a general
formulation of the efforts that will be carried out to
realize the vision.

Visi
Menjadi pengelola dana yang terpercaya dalam
pengembangan kelapa sawit berkelanjutan sebagai
komoditas strategis nasional untuk kesejahteraan
rakyat Indonesia
Vision
To become a trusted fund manager in developing
sustainable palm oil as a national strategic commodity
for the welfare of the Indonesian people.

Misi
Menjalankan kebijakan Pemerintah dalam program
pengembangan kelapa sawit berkelanjutan melalui
penghimpunan, pengembangan dan penyaluran dana
sawit yang terpadu dan tepat guna, secara profesional
dan akuntabel.
Mission
Implement Government policies in sustainable palm
oil development programs through the collection,
development, and distribution of integrated and
effective palm oil funds, in a professional and
accountable manner.

Adapun misi BPDPKS tersebut diterapkan untuk The BPDPKS mission is implemented for the benefit
kepentingan: of:
1. Pengembangan sumber daya manusia; 1. Human Resource Development;
2. Penelitian dan pengembangan; 2. Research and development;
3. Promosi; 3. Promotion;
4. Peremajaan; 4. Rejuvenation;
5. Sarana dan prasarana; 5. Facilities and infrastructure;
6. Pemenuhan kebutuhan pangan; 6. Fulfillment of food needs;
7. Hilirisasi industri perkebunan kelapa sawit; 7. Downstream palm oil plantation industry;
8. Penyediaan dan pemanfaatan bahan bakar nabati. 8. Preparation and utilization of biofuels.

Budaya Kerja BPDPKS BPDPKS Work Culture

BPDPKS memiliki nilai-nilai inti yang menjadi budaya BPDPKS has core values that become its work culture
kerjanya serta selaras dengan nilai-nilai Kementerian and are in line with the values of the Ministry of Finance,
Keuangan, yaitu: they are:

BPDPKS memiliki komitmen untuk menjunjung tinggi integritas dalam menjalankan tugas dengan berpikir,
Integritas berkata, berperilaku, dan bertindak dengan baik dan benar serta memegang teguh kode etik dan prinsip-prinsip
moral
Integrity
BPDPKS is committed to upholding integrity in carrying out its duties by thinking, speaking, behaving, and acting properly and
.

correctly, and upholding the code of ethics and moral principles.

BPDPKS terus berupaya untuk bekerja secara tuntas dan akurat atas dasar kompetensi terbaik dengan penuh
Profesionalisme tanggung jawab dan komitmen yang tinggi
. Professionalism BPDPKS continues to strive to work thoroughly and accurately on the basis of the best competencies with full responsibility and
.

high commitment

BPDPKS akan senantiasa membangun dan memastikan hubungan kerja sama internal yang produktif serta
Sinergi
kemitraan yang harmonis dengan para pemangku kepentingan
. Synergy . BPDPKS will always build and ensure productive internal cooperative relationships and harmonious partnerships with stakeholders

BPDPKS akan senantiasa berupaya memberikan layanan yang memenuhi kepuasan pemangku kepentingan,
Pelayanan yang dilakukan dengan sepenuh hati, transparan, cepat, akurat, dan aman
. Service BPDPKS will continuously strive to provide services that meet stakeholder satisfaction, which are carried out wholeheartedly,
.

transparently, swiftly, accurately, and safely.

Kesempurnaan BPDPKS senantiasa melakukan upaya perbaikan di segala bidang untuk memberikan dan menjadi yang terbaik
. Perfection . BPDPKS continuously makes efforts to improve in all fields to provide and be the best

58
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Tugas, Fungsi dan Strategi BPDPKS

Duties, Functions, and Strategy of BPDPKS
Berdasarkan Peraturan Menteri Keuangan Nomor 113/ Based on the Regulation of the Minister of Finance
PMK.01/2015 tentang Organisasi dan Tata Kerja Badan No. 113/PMK.01/2015 regarding the Organization and
Pengelola Dana Perkebunan Kelapa Sawit, tugas Work Procedure of Dana Perkebunan Kelapa Sawit
BPDPKS adalah mengumpulkan pungutan dan iuran Management Agency, the task of BPDPKS is to collect
dari Kelapa sawit atau turunannya dan menyalurkannya levies and fees from palm oil or its derivatives and
sesuai fungsi - fungsi sebagai berikut: distribute them according to the following functions:
1. Melakukan pengelolaan DPKS untuk menjamin 1. Managing DPKS to ensure the sustainability of the
keberlangsungan program kelapa sawit sustainable palm oil program as a national strategic
berkelanjutan sebagai komoditas strategis nasional; commodity;
2. Meningkatkan kapasitas sumber daya manusia di 2. Increasing the capacity of human resources in the
bidang kelapa sawit; palm oil sector;
3. Mendorong pengembangan industri hilir kelapa 3. Encouraging the development of downstream palm
sawit; oil industry;
4. Meningkatkan optimasi penggunaan hasil 4. Increasing the optimization of the use of palm oil
perkebunan kelapa sawit untuk bahan baku industri, plantation products for industrial raw materials,
energi terbarukan, dan ekspor; renewable energy, and exports;
5. Meningkatkan dan menjaga stabilitas pendapatan 5. Increasing and maintaining the stability of palm oil
usaha perkebunan kelapa sawit dengan plantation business income by optimizing prices
mengoptimalkan harga di tengah fluktuasi harga amidst fluctuations in world palm oil commodity
komoditas kelapa sawit dunia. prices.

Penghimpunan Dana Pengelolaan Dana Penyaluran Dana Dampak

Funding Fund Management Fund Disbursement Impact

Kinerja BPDPKS Kinerja BPDPKS bersama

BPDPKS's Performance Pemangku Kepentingan
BPDPKS's Performance with Stakeholders

Jumlah dana yang berhasil Akuntabilitas pengelola Inovasi Program Kesuksesan pelaksanaan pogram
dihimpun dana penyaluran dana Success in the program
Funding collected Accountability of fund Program Innovation in implementation
management fund disbursement
Sumber dana yang Peningkatan kinerja sektor sawit:
dikumpulkan Hasil pengelolaan dana Jumlah dan serapan dana (1) Stabilisasi Harga,
Sources of funding Result of fund yang berhasil disalurkan (2) Peningkatan Kesejahteraan Petani
collected management Total and absorbed Performance improvement in palm
funding successfully oil:
disbursed (1) Price Stabilization, (2) Increased
Farmers'Welfare,
Akuntabilitas penyaluran
Accountability of Pengembangan Industri sawit
disbursement berkelanjutan
Sustainable Palm Oil Industry
Development

59
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Strategi BPDPKS BPDPKS Strategy

Dalam menghadapi berbagai tantangan yang dihadapi
oleh sektor industri sawit yang dapat mempengaruhi
harga CPO begitu juga berdampak pada tingkat
kesejahteraan Petani, BPDPKS telah menyusun
beberapa upaya strategis dalam rangka memperbaiki
kondisi ini dan meningkatkan kinerja sektor sawit
Indonesia, antara lain:
In facing various challenges that can affect CPO price
as well as impact on the welfare of farmers, BPDPKS
has compiled several strategic efforts in order to mend
this condition and improve the performance of the
Indonesian palm oil sector, including:

Perbaikan Kesejahteraan Petani Stabilitasi Harga CPO Memperkuat Industri Hilir

Improvement of Smallholders' CPO Price Stabilization Strengthening Downstream
Welfare Industry

y Program Peremajaan Sawit y Dukungan Pendanaan Biodiesel y Riset dan Pengembangan

Rakyat
small-scale Palm Oil Replanting
Program
y Riset Sektor Hulu
Upstream Research
Penyempurnaan data sawit
Indonesia, peningkatan kualitas
benih dan inovasi teknologi
perkebunan
Improving Indonesia's palm oil
data, seed quality, and plantation
technology innovation
y Sarana dan Prasarana
Facilities and Infrastructure
Efisiensi biaya produksi dan
transportasi
Efficiency of production and
transportation cost
y Pelatihan Petani dan SDM
Industri Sawit
Small holders and HR Training in
the Palm Oil Industry
Dalam rangka peningkatan
produktivitas dan penggunaan
teknis perkebunan sawit yang
ramah lingkungan
Enhancing productivity and
technical use of environmentally
friendly palm oil plantations
Biodiesel Funding Support Program Konversi Sawit Menjadi
Dalam rangka meningkatkan Bio-Hydrocarbon Fuel
daya serap pasar & pengendalian Research and Development
overclock produk sawit Program for Converting Palm Oil
increasing market obsorption & into Bio-Hydrocarbon Fuel
controlling overstock of palm oil Dukungan Riset untuk
product pembuatan katalis, Insentif untuk
y Promosi dan Advokasi Sawit produsen Bio-Hydrocarbon Fuel
Positif Research to find catalyst,
Positive Palm Oil Promotion and Incentive for producers of Bio-
Advocacy Hydrocarbon Fuel
Mempertahankan dan y Dukungan Pada Program
memperluas Pasar Domestik dan Hilirisasi lainnya
Luar Negri Support in Other Downstream
Maintaining and expanding Programs
Domestic and International Dukungan Riset, insentif untuk
Markets industri oleokimia
y Riset Pasar dan Produk Research Support, incentive for
Market and Product Research the Oleochemicals Industry
Dalam rangka menyusun
kebijakan terkait penguatan
pasar sawit, stabilitas harga dan
pengembangan produk turunan
dengan nilai tambah tinggi
Formulating policies related
to strengthening the palm
oil market, pricestability, and
development of derivative
product with high added value

60
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Logo dan Filosofinya

Logo and Its Philosophy

Kelestarian, Bisnis,
Sustainability, Profesionalisme
Ramah Lingkungan Business,
Sustainability, Eco- Professionalism
Friendly

Lahan, Rakyat,
Energi, Pemberdaya/ Petani
enabler Land, People,
Energy, Empowerer/ Farmers
enabler

Semua berada di dasar / latar belakang

warna putih = transparansi, akuntabilitas
Tulisan sawit = dana dan pemberdayaan
dari dan untuk sawit

Everything is on the bottom/white

background= transparency, accountability
Sawit writing = funds and empowerment
from and for palm oil

61
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Struktur Organisasi
Organizational Structure
Berdasarkan Peraturan Menteri Keuangan Nomor Based on the Regulation of the Minister of Finance No.
113/PMK.01/ 2015, BPDPKS berada di bawah dan 113/PMK.01/2015, BPDPKS is under and accountable to
bertanggungjawab kepada Menteri Keuangan the Minister of Finance through the Directorate General
melalui Direktorat Jenderal Perbendaharaan. Menurut of Treasury. According to the Minister of Finance
Peraturan Menteri Keuangan tersebut, struktur Regulation, the organizational structure of BPDPKS
organisasi BPDPKS terdiri dari: consists of:
1. Direktorat Keuangan, Umum, Kepatuhan dan 1. Directorate of Finance, General Affairs, Compliance
Manajemen Risiko; and Risk Management;
2. Direktorat Perencanaan dan Pengelolaan Dana; 2. Directorate of Planning and Fund Management;
3. Direktorat Penghimpunan Dana; 3. Directorate of Fund Collecting;
4. Direktorat Penyaluran Dana; 4. Directorate of Disbursement of Funds;
5. Direktorat Kemitraan; 5. Directorate of Partnership;
6. Satuan Pemeriksa Internal; dan 6. Internal Audit Unit; and
7. Kelompok Jabatan Fungsional. 7. Functional Position Group.

Direktur Keuangan, Umum, Direktur Perencanaan dan

Kepatuhan dan Manajemen Risiko Pengelolaan Dana Direktur Penghimpunan Dana
Director of Finance, General Affairs, Director of Fund Planning and Director of Funding
Compliance and Risk Management Management
Zaid Burhan Ibrahim Kabul Wijayanto Sunari

Plt. Kepala Divisi Anggaran Kepala Divisi Plt. Kepala Divisi Pemungutan
dan Akuntansi Pengembangan Biodesel Biaya dan Iuran CPO
Acting Head of Budget Head of Biodesel Act. Head of Division of Fund
and Accounting Division Development Division and CPO Fee Collection

M. Indra Y.K Nugroho Adi Wibowo Fajril Amirul

Plt. Kepala Divisi Umum Plt. Kepala Divisi Replanting, Kepala Divisi Biaya
dan Sumber Daya Manusia Reforestation & Promosi Perkebunan dan Iuran Produk Turunan
Acting Head of Division of General Affairs Act. Head of Division of Plantation, Head of Division of Cost
and Human Resources Replanting, Reforestation & Promotions and Fee of Derivitive Product

Sidik Haryadi Lerifardiyan Kus Emy Puspita Dewi

Kepala Divisi Kepatuhan Kepala Divisi Pendidikan SDM,

dan Manajemen Risiko Litbang, dan Pengembangan
Head of Compliance and Sarana & Prasarana
Risk Management Division Head of Division of HR Education,
Research & Development, and Facilities &
Sidik Haryadi Infrastructure Development

Triana Meinarsih

* Berdasarkan Keputusan Menteri Keuangan No.53/KMK.01.2020 tentang Pemberhentian dan Pengangkatan Direktur Utama pada Badan Layanan
Umum BPDPKS dan No.54/KMK.01/2020 tentang Pemberhentian dan Pengangkatan dalam Jabatan pada Badan Layanan Umum BPDPKS, efektif
tanggal 2 Maret 2020, Eddy Abdurrachman dan Zaid Burhan Ibrahim masing-masing menggantikan Dono Boestami dan Catur Ariyanto Widodo.
Based on Minister of Finance Decree No.53/KMK.01/2020 on the Dismissal and Appointment of the President Director of the BPDPKS Public Service
Agency, effective March 2,2020, Eddy Abdurrachman and Zaid Burham Ibrahim replaced Dono Boestami and Catur Ariyanto Widodo respectively

** Berdasarkan Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 4 November 2020 tentang Pembentukan Dewan Pengawas Pada
Badan Layanan Umum BPDPKS Evita H Legowo, Dadan Kusdiana, Indrasari Wisnu Wardhana, Abdul Rochim dan Taufik Mappaenre masing-masing
menggantikan Rusman Heriawan, Djoko Siswanto, Kasan Muhri, Achmad Sigit Dwiwahjono dan Loso Judijanto
Based on Minister of Finance Decree No.499/KMK.05/2020 dated November 4,2020 on the Establishment of a Supervisory Board at BPDPKS Public
Service Agency, vita H Legowo, Dadan Kusdiana, Indrasari Wisnu Wardhana, Abdul Rochim and Taufik Mappaenre respectively replaced Rusman
Heriawan, Djoko Siswanto, Kasan Muhri, Achmad Sigit Dwiwahjono and Loso Judijan

62
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Dewan Pengawas
Supervisory Board
Evita H Legowo (Ketua | Chairman)
Musdhalifah Machmud Indrasari Wisnu Wardhana
Heru Pambudi Abdul Rochim
Kasdi Subagyono** Taufik Mappaenre
Dadan Kusdiana Joko Supriyono

Direktur Utama
President Director
Eddy Abdurrachman Kepala Satuan
Pengawasan Internal
Head of Internal Audit Unit

Hari Kuncoro

Direktur PenyaluranDana Plt. Direktur Kemitraan

Director of Fund Disbursement Acting Director of Partnership

Edi Wibowo Edi Wibowo

Kepala Divisi Usaha Kecil,

Kepala Divisi Program Pelayanan Menengah dan Koperasi
Head of Service Program Division Head of Small, Medium,
and Corporatives Division

Arfie Thahar Helmi Muhansyah

Kepala Divisi Unit Penyaluran Kepala Divisi Perusahaan

Head of Disbursement Unit Head of Corporation Division

Fajar Wahyudi Achmad Maulizal Sutawijaya

Plt. Kepala Divisi Lembaga

Masyarakatan & Civil Society
Act. Head of Division of Community
Institution & Civil Society

Sulthan Muhammad Yusa

Kelompok Jabatan
Fungsional
Kelompok Jabatan
Fungsional

63
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Manajemen dan Pejabat BPDPKS

BPDPKS Management and Officials

Komposisi dan Masa Jabatan Dewan Pengawas

. Composition and Term of Office of Supervisory Board

Periode Masa
Nama Jabatan Dasar Pengangkatan
Jabatan
Name Position Basis of Establishment
Term of Office
. . .

Evita H Ketua Dewan Pengawas Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 4 2020-2025
Legowo . Supervisory Board Chairman November 2020
. Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020

Musdhalifah Anggota Dewan Keputusan Menteri Keuangan Nomor 499/KM K.05/2020 tanggal 4 2018-2025
Machmud Pengawas November 2020 menggantikan Keputusan Menteri Keuangan Nomor:454/
. Supervisory Board Member KMK.05/ 2018 Tanggal 6 Juni 2018.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020
.

replaces the Decree of the Minister of Finance No. 454/KMK.05/2018 dated June 6, 2018

Heru Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 tanggal 4 2018-2025

Pambudi Pengawas November 2020 menggantikan Keputusan Menteri Keuangan Nomor:454/
. Supervisory Board Member KMK.05/ 2018 Tanggal 6 Juni 2018.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020
.

replaces the Decree of the Minister of Finance No. 454/KMK.05/2018 dated June 6, 2018

Kasdi Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 tanggal 4 2019-2025

Subagyono Pengawas November 2020 menggantikan Keputusan Menteri Keuangan Nomor: 605/
. Supervisory Board Member KMK.05/2019 Tanggal 1 Agustus 2019.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020 replaces
.

the Decree of the Minister of Finance No. 605/KMK.05/2019 dated August 1, 2019

Dadan Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 Tanggal 4 2020-2025

Kusdiana Pengawas November 2020
. Supervisory Board Member . Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020

Indrasari Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 Tanggal 4 2020-2025

Wisnu Pengawas November 2020
Wardhana . Supervisory Board Member . Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020

Abdul Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 Tanggal 4 2020-2025

Rochim Pengawas November 2020
. Supervisory Board Member . Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020

Taufik Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 Tanggal 4 2020-2025

Mappaenre Pengawas November 2020
. Supervisory Board Member . Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020

Joko Anggota Dewan Keputusan Menteri Keuangan Nomor499/KMK.05/2020 tanggal 4 2015-2025

Supriyono Pengawas November 2020 menggantikan Keputusan Menteri Keuangan Nomor: 714/
. Supervisory Board Member KMK.05/2015 Tanggal 26 Juni 2015.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020
.

replaces the Decree of the Minister of Finance No. 714/KMK.05/2015 dated June 26, 2015

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Eddy Abdurrachman
Direktur Utama Keputusan Menteri Keuangan Nomor 53/KMK.01/2020 Maret 2020 –
. President Director tanggal 2 Maret 2020 Sekarang
Decree of the Minister of Finance No. 53/KMK.01/2020 dated
. . March 2020 - present
March 2, 2020

Zaid Burhan Ibrahim
Direktur Keuangan, Umum, Keputusan Menteri Keuangan Nomor 54/KMK.01/2020 Maret 2020 –
Kepatuhan dan Manajemen tanggal 2 Maret 2020 Sekarang
Risiko Decree of the Minister of Finance No. 53/KMK.01/2020 dated
. . March 2020 - present
Director of Finance, General
.
March 2, 2020
Affairs, Compliance and Risk
Management

Kabul Wijayanto Direktur Perencanaan dan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 Oktober 2019 –
Pengelolaan Dana* tanggal 19 September 2019 Sekarang
Director of Planning and Fund
. Decree of the Minister of Finance No. 739/KMK.05/2019 dated
. . October 2019 - present
Management* September 19, 2019

Sunari Direktur Penghimpunan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 Oktober 2019 –
Dana tanggal 19 September 2019 Sekarang
. Director of Fund Collection Decree of the Minister of Finance No. 739/KMK.05/2019 dated
. . October 2019 - present
September 19, 2019

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Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Edi Wibowo Direktur Penyaluran Dana
. Director of Fund Disbursement
Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 Februari 2017 –
tanggal 19 September 2019 menggantikan Keputusan Sekarang
Menteri Keuangan Nomor 57/KMK.05/2017 tanggal 2 . February 2017 - present
Februari 2017
Decree of the Minister of Finance No. 739/KMK.05/2019 dated
.

September 19, 2019 replaces Decree of the Minister of Finance No.

57/KMK.05/2017 dated February 2, 2017

Edi Wibowo Plt. Direktur Kemitraan
. Act. Director of Partnership
Surat Perintah Direktur Utama Badan Pengelola Dana Oktober
Perkebunan Kelapa Sawit Nomor PRIN-08/DPKS/2020 2020-Sekarang
tanggal 15 Oktober 2020 . October 2020 - present
Order of the President Director of the Palm Oil Plantation Fund
.

Management Agency Number PRIN-08/DPKS/2020 dated October

15, 2020

Pejabat Non-Struktural BPDPKS BPDPKS Non-Structural Officer

Pejabat Non-Struktural BPDPKS per 31 Desember 2020

. BPDPKS Non-Structural Officer as of December 31, 2020

Nama Jabatan Periode masa jabatan

. Name . Position . Term of Office

M. Indra Y.K Plt. Kepala Divisi Anggaran dan Akuntansi Agustus 2019 - Sekarang
. Acting Head of Budget and Accounting Division . August 2019 - present

Sidik Haryadi Plt. Kepala Divisi Umum dan Sumber Daya Manusia merangkap Kepala Divisi November 2019 –
Kepatuhan dan Manajemen Risiko Sekarang
Acting Head of General and Human Resources Division concurrently Head of Compliance
. . November 2019 - present
and Risk Management Division

Nugroho Adi Wibowo Kepala Divisi Pengembangan Biodiesel Maret 2020 – sekarang
. Head of Biodiesel Development Division . March 2020 - present

Lerifardiyan Plt. Kepala Divisi Replanting, Reforestation dan Promosi Perkebunan 2020 - sekarang
. Acting Head of Replanting, Reforestation and Plantation Promotion Division . 2020 - present

Triana Meinarsih Kepala Divisi Pendidikan SDM, Litbang, dan Pengembangan Sarana dan 2019 - sekarang
Prasarana . 2019 - present
Head of Division of Human Resources Education, Research and Development, and
.

Development of Facilities and Infrastructure

Fajril Amirul Plt. Kepala Divisi Pemungutan Biaya dan iuran CPO 2020 - sekarang
. Acting Head of CPO Fees and Fees Collection Division . 2020 - present

Kus Emy Puspita Dewi Kepala Divisi Biaya dan iuran Produk Turunan 2018 – Sekarang
. Head of Cost Division and Derivative Product fees . 2018 - present

Arfie Thahar Kepala Divisi Program Pelayanan 2019 - Sekarang

. Head of Service Program Division . 2019 – present

Fajar Wahyudi Kepala Divisi Unit Penyaluran 2017 - Sekarang

. Head of Distribution Unit . 2017 - present

Helmi Muhansyah Kepala Divisi Usaha Kecil, Menengah dan Koperasi 2018 – Sekarang
. Head of Small, Medium Enterprises and Cooperatives Division . 2018 - present

Achmad Maulizal Kepala Divisi Perusahaan 2018 – Sekarang

Sutawijaya . Head of Corporate Division . 2018 - present

Sulthan Muhammad Yusa Plt. Kepala Divisi Lembaga Kemasyarakatan &Civil Society Oktober 2020 – sekarang
. . Acting Head of the Division of Social Institutions & Civil Society . October 2020 - present

Hari Kuncoro Kepala Satuan Pengawasan Internal Agustus 2019 - Sekarang

. Head of Internal Control Unit . August 2019 - present

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Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Profil Dewan Pengawas

Supervisory Board Profile

Evita H Legowo
Ketua Dewan Pengawas
Chairman of the Supervisory Board

Musdhalifah Heru Pambudi

Machmud
Anggota Dewan
Anggota Dewan Pengawas
Pengawas Supervisory Board
Supervisory Member
Board Member

Kasdi Dadan Kusdiana

Subagyono
Anggota Dewan
Anggota Dewan Pengawas
Pengawas Supervisory Board
Supervisory Board Member
Member

Indrasari Wisnu Abdul Rochim

Wardhana
Anggota Dewan
Anggota Dewan Pengawas
Pengawas Supervisory Board
Supervisory Board Member
Member

Taufik Joko Supriyono

Mappaenre
Anggota Dewan
Anggota Dewan Pengawas
Pengawas Supervisory Board
Supervisory Board Member
Member

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pendidikan
Beliau meraih gelar S1 Sarjana Kimia di Institut
Teknologi Bandung (ITB) tahun 1974. Memperoleh gelar
Doktor di Bidang Ilmu Teknik di Technical University of
Clausthal, Jerman pada tahun 1991.
Perjalanan Karir
Pernah menjabat sebagai Kepala Puslitbang Teknologi
Minyak dan Gas Bumi "LEMIGAS" (2002 – 2006);
Staff Ahli Menteri Energi dan Sumber Daya Mineral,
bidang SDM dan Teknologi (2006-2008); Direktur
Jenderal Minyak dan Gas Bumi 2008 – 2012; Anggota
Dewan Komisaris PT Pertamina (Persero) (2010 –
2013); Mempunyai banyak pengalaman untuk Kerja
sama International di bidang energi Sejak 2002 –
2012; Supervisory Board of Indonesian Petroleum
Association (2016 – 2019).
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Dosen di bidang
energi di Swiss German University (SGU) (2013 – saat
ini); Presiden Komisaris PT Kaltim Methanol Industry
(2013 – saat ini); Komisaris Independen di PT DSS
Energy and Infrastructure (2013 – saat ini).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota
Dewan Pengawas atau Direksi dan pemegang saham
utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Evita H Legowo
Ketua Dewan Pengawas
Chairman of the Supervisory Board
Warga negara Indonesia, Menjabat sebagai Ketua
Dewan Pengawas BPDPKS sejak 4 November
2020, berdasarkan Keputusan Menteri Keuangan
Nomor 499/KMK.0S/2020 Tanggal 4 November
2020
Indonesian citizen,
Has served as Chairman of the BPDPKS
Supervisory Board since November 4, 2020, based
on the Decree of the Minister of Finance Number
499/KMK.0S/2020 dated November 4, 2020
Education
She earned a Bachelor's degree in Chemistry at the
Bandung Institute of Technology (ITB) in 1974. She
obtained a Doctorate in Engineering at the Technical
University of Clausthal, Germany in 1991.
Career
Previously served as Head of Research and Development
Center for Oil and Gas Technology "LEMIGAS" (2002
– 2006); Expert Staff of the Minister of Energy and
Mineral Resources, Human Resources and Technology
(2006-2008); Director General of Oil and Gas 2008
– 2012; Member of the Board of Commissioners of
PT Pertamina (Persero) (2010 – 2013); Has a lot of
experience for International Cooperation in the energy
sector Since 2002 – 2012; Supervisory Board of
Indonesian Petroleum Association (2016 – 2019).
Concurrent Position
Currently she also serves as a Lecturer in the field
of energy at Swiss German University (SGU) (2013
– present); President Commissioner of PT Kaltim
Methanol Industry (2013 – present); Independent
Commissioner at PT DSS Energy and Infrastructure
(2013 – present).
Affiliate Relationship
She has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
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2020 Performance Highlights Management Report
Pendidikan
Beliau meraih gelar S1 Manajemen Hutan di Institut
Pertanian Bogor (IPB) tahun 1987, menyelesaikan
pendidikan Diploma of Monitoring Indonesian
Environment di International Institute for Aerospace
Survey and Earth Science (ITC) di Enschede, Netherland
pada 1992, dan melanjutkan pendidikan Magister Studi
Pembangunan di Institut Teknologi Bandung (ITB) pada
tahun 2003 dan meraih gelar Doktor Manajemen Bisnis
dari Institut Pertanian Bogor pada tahun 2020.
Perjalanan Karir
Dalam perjalanan karirnya, beliau pernah menjabat
sebagai Kepala Bidang Pemanfaatan SDA Kehutanan
(2003-2006); Plt. Asisten Deputi Urusan Pertanian
dan Kelautan (2006-2007); Plt. Asisten Deputi Urusan
Perkebunan dan Hortikultura (2007-2009); Asisten
Deputi Urusan Perkebunan dan Hortikultura (2009-
2015); dan Deputi Bidang Koordinasi Pangan dan
Agribisnis (2015-Sekarang).
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Dewan Pengawas
Perum BULOG dan sebagai Deputi Bidang Koordinasi
Pangan dan Pertanian Kementerian Koordinator
Perekonomian.
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
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BPDPKS Profile
Musdhalifah Machmud
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 6 Juni 2018 berdasarkan
Keputusan Menteri Keuangan Nomor:454/
KMK.05/ 2018 Tanggal 6 Juni 2018.
Indonesian citizen,
Has served as a Member of the BPDPKS
Supervisory Board since June 6, 2018 based on the
Decree of the Minister of Finance Number: 454/
KMK.05/2018 dated June 6, 2018.
Education
She earned a Bachelor's degree in Forest Management
at the Bogor Agricultural University (IPB) in 1987,
completed her Diploma of Monitoring Indonesian
Environment at the International Institute for Aerospace
Survey and Earth Science (ITC) in Enschede, Netherland
in 1992, and continued her Masters in Development
Studies at the Institute Technology Bandung (ITB) in
2003 and earned a Doctorate in Business Management
from the Bogor Agricultural Institute in 2020.
Career
In the course of his career, she served as Head of
Forestry Natural Resources Utilization Division
(2003-2006); Acting Assistant Deputy for Agriculture
and Maritime Affairs (2006-2007); Acting Assistant
Deputy for Plantations and Horticulture (2007-2009);
Assistant Deputy for Plantation and Horticulture Affairs
(2009-2015); and Deputy for Food and Agribusiness
Coordination (2015-Present).
Concurrent Position
Currently, she also serves on the Supervisory Board of
Perum BULOG and as Deputy for Food and Agriculture
Coordination at the Coordinating Ministry for the
Economy.
Affiliate Relationship
She has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pendidikan
Beliau meraih gelar D III di Sekolah Tinggi Akuntansi
Negara pada Tahun 1991. Kemudian melanjutkan
pendidikan dengan pendidikan terakhir yaitu S2 di
University Of Newcastle, Upon Tyne pada Tahun 2001
Perjalanan Karir
Dalam perjalanan kariernya, beliau pernah menjabat
sebagai Direktur Penerimaan dan Peraturan
Kepabeanan Dan Cukai pada tahun 2015, sebagai
Direktur Jenderal Bea Dan Cukai Sejak 1 Juli 2015-
12 Maret 2021, dan sebagai Sekretaris Jenderal
Kementerian Keuangan sejak 12 Maret 2021- sekarang.
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Sekretaris
Jenderal Kementerian Keuangan
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Heru Pambudi
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 6 Juni 2018 berdasarkan
Keputusan Menteri Keuangan Nomor:454/
KMK.05/ 2018 Tanggal 6 Juni 2018.
Indonesian citizen,
Has served as a Member of the BPDPKS
Supervisory Board since June 6, 2018 based on the
Decree of the Minister of Finance Number: 454/
KMK.05/2018 dated June 6, 2018.
Education
He earned his D III degree at the State College of
Accountancy in 1991. Then he continued his education
with his last education, namely Masters at the University
of Newcastle, Upon Tyne in 2001.
Career
In the course of his career, he has served as Director of
Customs and Excise Receipts and Regulations in 2015,
as Director General of Customs and Excise since July
12, 2015-March 12, 2021, and as Secretary General of
the Ministry of Finance from March 12, 2021-present.
Concurrent Position
Currently he also serves as Secretary General of the
Ministry of Finance
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
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Pendidikan
Beliau Meraih gelar Sarjana pada jurusan ilmu Tanah
dari Universitas Brawijaya (1988), Magister ilmu Tanah
di Ghent University, Belgia (1991) dan meraih gelar
Doktor Geosains (Hidrologi) dari Tsukuba University,
Jepang (2003).
Perjalanan Karir
Dalam perjalanan karirnya, beliau dipercaya untuk
menduduki berbagai jabatan penting, di antaranya:
Direktur Balai Penelitian Agroklimat dan Hidrologi
Indonesia (IAHRI), Bogor (2005-2007), Direktur Balai
Pengkajian Teknologi Pertanian Jawa Barat (BPTP Jawa
Barat), Lembang-Bandung (2007-2009), Sekretaris
Badan Penelitian dan Pengembangan Pertanian (2012-
2014), Direktur Biro Perencanaan, (2014-2019), Direktur
Jenderal Perkebunan (2019-20 Mei 2021), Sekretaris
Jenderal, Kementerian Pertanian sejak 20 Mei 2021-
sekarang.
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Sekretaris
Jenderal Kementerian Pertanian
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
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BPDPKS Profile
Kasdi Subagyono
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS, sejak 1 Agustus 2019 berdasarkan
Keputusan Menteri Keuangan Nomor 605/
KMK.05/2019 Tanggal 1 Agustus 2019.
Indonesian citizen,
Served as a Member of the BPDPKS Supervisory
Board, since August 1, 2019 based on the Decree of
the Minister of Finance Number 605/KMK.05/2019
dated August 1, 2019.
Education
He holds a Bachelor's degree in Soil Science from
Brawijaya University (1988), Master's Degree in Soil
Science from Ghent University, Belgium (1991) and a
Doctorate in Geoscience (Hydrology) from Tsukuba
University, Japan (2003).
Career
In the course of his career, he was trusted to hold
various important positions, including: Director of the
Indonesian Agroclimate and Hydrological Research
Institute (IAHRI), Bogor (2005-2007), Director of the
West Java Agricultural Technology Study Center (BPTP
West Java), Lembang-Bandung ( 2007-2009), Secretary
of the Agricultural Research and Development Agency
(2012-2014), Director of the Planning Bureau, (2014-
2019), Director General of Plantations (2019-May 20,
2021), Secretary General, Ministry of Agriculture since
May 20, 2021-present.
Concurrent Position
Currently he also serves as Secretary General of the
Ministry of Agriculture
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pendidikan
Memperoleh gelar Sarjana pada jurusan Mekanisasi
Pertanian di Institut Pertanian Bogor (IPB) pada tahun
1992, Magister di bidang Ilmu Energi di Universitas
Kyoto Jepang pada tahun 2001 dan meraih gelar Doktor
Jurusan Ilmu Energi dan Lingkungan di Universitas
Kyoto Jepang pada tahun 2004
Perjalanan Karir
Dalam perjalanan karirnya, beliau dipercaya untuk
menduduki berbagai jabatan penting, di antaranya:
Direktur Bioenergi, Kepala Pusat Komunikasi Publik
KESDM, Direktur Badan Pengelola Dana Perkebunan
Kelapa Sawit (BPDPKS), Staf Ahli Menteri ESDM
Bidang Ekonomi dan Sumber Daya Alam, Kepala
Badan Litbang dan saat ini menjabat sebagai Direktur
Jenderal Energi Baru Terbarukan dan Konservasi Energi
(2020-sekarang).
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Direktur Jenderal
Energi Baru Terbarukan dan Konservasi Energi
Kementerian ESDM sejak November 2020 -sekarang.
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Dadan Kusdiana
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak. 4 November 2020, berdasarkan
Keputusan Menteri Keuangan Nomor 499/
KMK.0S/2020 Tanggal 4 November 2020
Indonesian citizen,
Has served as a Member of the BPDPKS
Supervisory Board since. November 4, 2020, based
on the Decree of the Minister of Finance Number
499/KMK.0S/2020 dated November 4, 2020
Education
He obtained his Bachelor's degree in Agricultural
Mechanization at the Bogor Agricultural University (IPB)
in 1992, Masters in Energy Science at Kyoto University,
Japan in 2001 and obtained his Doctorate in Energy and
Environmental Sciences at Kyoto University, Japan in
2004
Career
In the course of his career, he was trusted to hold various
important positions, including: Director of Bioenergy,
Head of the Ministry of Energy and Mineral Resources
Public Communication Center, Director of the Oil Palm
Plantation Fund Management Agency (BPDPKS),
Expert Staff of the Minister of Energy and Mineral
Resources for Economics and Natural Resources, Head
of Research and Development Agency and currently
serves as Director General of New Renewable Energy
and Energy Conservation (2020-present).
Concurrent Position
Currently he also serves as Director General of New
Renewable Energy and Energy Conservation of the
Ministry of Energy and Mineral Resources since
November 2020 -present.
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
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2020 Performance Highlights Management Report
Pendidikan
Memperoleh gelar Sarjana pada jurusan Teknik
Komputer di STMIK Gunadarma pada tahun 1995,
Magister di Bidang Ilmu Administrasi di Universitas
Indonesia pada tahun 1999.
Perjalanan Karir
Pernah menjabat sebagai Direktur Impor Kementerian
Perdagangan (Januari 2018- Juli 2018); Kepala Badan
Pengawas Perdagangan Berjangka Komoditi (Juli
2018- Agustus 2019); Direktur Jenderal Perdagangan
Luar Negeri (Agustus 2019-Mei 2020). Staf Ahli Bidang
Iklim Usaha dan Hubungan Antar Lembaga (Mei 2020
- Mei 2021); Kepala Badan Pengawas Perdagangan
Berjangka Komoditi (Mei 2021 – Sekarang).
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Dirjen
Perdagangan Luar Negeri.
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
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Profil BPDPKS
BPDPKS Profile
Indrasari Wisnu Wardhana
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 4 November 2020, berdasarkan
Keputusan Menteri Keuangan Nomor 499/
KMK.0S/2020 Tanggal 4 November 2020
Indonesian citizen,
Has served as a Member of the BPDPKS
Supervisory Board since November 4, 2020, based
on the Decree of the Minister of Finance Number
499/KMK.0S/2020 dated November 4, 2020
Education
He obtained his Bachelor's degree in Computer
Engineering at STMIK Gunadarma in 1995, Masters in
Administrative Sciences at the University of Indonesia
in 1999.
Career
Previously served as Director of Import of the Ministry of
Trade (January 2018-July 2018); Head of the Commodity
Futures Trading Supervisory Agency (July 2018-August
2019); Director General of Foreign Trade (August 2019-
May 2020). Expert Staff for Business Climate and Inter-
Agency Relations (May 2020 - May 2021); Head of the
Commodity Futures Trading Supervisory Agency (May
2021 – Present).
Concurrent Position
Currently he also serves as Director General of Foreign
Trade.
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pendidikan
Memperoleh gelar Sarjana Teknik di Universitas
Indonesia pada tahun 1998 dan Gelar Magister Sains
dari Fakultas Ilmu Administrasi Universitas Indonesia
pada tahun 2000
Perjalanan Karir
Pernah menjabat sebagai Sekretaris Ditjen Industri
Agro (2010-2014), Direktur Industri Makanan, Hasil Laut
dan Perikanan (2014-2017), Direktur Industri Minuman,
Hasil Tembakau dan Bahan Penyegar (2017-2019)
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Direktur Jenderal
Industri Agro
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Abdul Rochim
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 4 November 2020, berdasarkan
Keputusan Menteri Keuangan Nomor 499/
KMK.0S/2020 Tanggal 4 November 2020
Indonesian citizen,
Has served as a Member of the BPDPKS
Supervisory Board since November 4, 2020, based
on the Decree of the Minister of Finance Number
499/KMK.0S/2020 dated November 4, 2020
Education
Obtained a Bachelor of Engineering degree at the
University of Indonesia in 1998 and a Master of Science
degree from the Faculty of Administrative Sciences,
University of Indonesia in 2000
Career
Previously served as Secretary of the Directorate
General of Agro Industry (2010-2014), Director of Food,
Marine Products and Fisheries Industry (2014-2017),
Director of Beverage Industry, Tobacco Products and
Fresheners (2017-2019)
Concurrent Position
Currently he also serves as Director General of Agro
Industry
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
73
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Pendidikan
Beliau meraih gelar Sarjana Hukum dari Universitas
Trisakti, Indonesia, LL.M dari Harvard Law School, Amerika
Serikat dan Juridical Doctor dari Leiden University, Belanda.
Perjalanan Karir
Dalam perjalanan karirnya, beliau dipercaya untuk
menduduki berbagai jabatan penting, baik di pemerintahan
maupun swasta. Beliau pernah bekerja sebagai staf
pemasaran pada PT Coca Cola Indonesia; Kepala Bagian
pada Biro Hukum dan Perundang-undangan, Setkab/
Setneg; Kepala Divisi Hukum AMI dan Deputi Ketua pada
Badan Penyehatan Perbankan Nasional; Konsultan Hukum
Senior pada Sekretariat Tim Nasional Peningkatan Ekspor
dan Peningkatan Investasi RI; Wakil Ketua pada Komite
Pengamanan Perdagangan Indonesia, Kementerian
Perdagangan RI; Tenaga Ahli Bidang Hukum pada Menteri
Perumahan Rakyat RI; Staf Khusus Bidang Hukum dan
Legislasi pada Menteri Pariwisata dan Ekonomi Kreatif
RI; Tenaga Ahli Bidang Hukum dan Kebijakan Pemerintah
pada Menteri Perindustrian RI; Penasehat Senior pada
Kantor Konsultan Hukum AZP; Partner pada MRP Law
Office (2013 – sekarang); Pendiri dan Managing Partner
pada TMP Legal Consultant (2016 – sekarang); Pendiri
MyKonsul Marketplace Platform (2018 – sekarang); dan
Tim Asistensi Menteri Koordinator Bidang Perekonomian
RI (2018 – sekarang)
Rangkap Jabatan
Beliau adalah advokat, dan memiliki pengalaman sebagai
legislative drafter, serta bekerja di lingkungan administrasi
pemerintahan, dan saat ini menjabat pula sebagai Ketua
Komite Audit Badan Pengelola Dana Perkebunan Kelapa
Sawit.
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota
Dewan Pengawas atau Direksi dan pemegang saham
utama dan/atau pengendali.
74
Profil BPDPKS
BPDPKS Profile
Taufik Mappaenre
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 4 November 2020, berdasarkan
Keputusan Menteri Keuangan Nomor 499/
KMK.0S/2020 Tanggal 4 November 2020
Indonesian citizen,
Has served as a Member of the BPDPKS Supervisory
Board since November 4, 2020, based on the
Decree of the Minister of Finance Number 499/
KMK.0S/2020 dated November 4, 2020
Education
He holds a law degree from Trisakti University, Indonesia,
an LL.M from Harvard Law School, United States and a
Juridical Doctor from Leiden University, the Netherlands.
Career
In the course of his career, he was trusted to occupy
various important positions, both in government and
private. He has worked as a marketing staff at PT Coca
Cola Indonesia; Head of Section at the Bureau of Law and
Legislation, Regency/Setneg Secretariat; Head of AMI's
Legal Division and Deputy Chairperson of the National
Bank Restructuring Agency; Senior Legal Consultant at the
Secretariat of the National Team for Increasing Exports and
Increasing Investment of the Republic of Indonesia; Deputy
Chairperson of the Indonesian Trade Security Committee,
Ministry of Trade of the Republic of Indonesia; Legal
Expert at the Minister of Public Housing of the Republic
of Indonesia; Special Staff for Law and Legislation at the
Minister of Tourism and Creative Economy of the Republic
of Indonesia; Expert in Law and Government Policy at the
Minister of Industry of the Republic of Indonesia; Senior
Advisor at AZP Legal Consulting Firm; Partner in MRP Law
Office (2013 – present); Founder and Managing Partner
at TMP Legal Consultant (2016 – present); Founder of
MyKonsul Marketplace Platform (2018 – present); and the
Assistant Team for the Coordinating Minister for Economic
Affairs of the Republic of Indonesia (2018 – present)
Concurrent Position
He is an advocate, and has experience as a legislative
drafter, as well as working in the government administration
environment, and currently also serves as Chairman of
the Audit Committee of the Palm Oil Plantation Fund
Management Agency.
Affiliate Relationship
He has no affiliation with the members of the Supervisory
Board or the Board of Directors and the major and/or
controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pendidikan
Meraih gelar Sarjana dari Fakultas Pertanian,
Universitas Gadjah Mada, Yogyakarta pada tahun
(1986).
Perjalanan Karir
Dalam perjalanan karirnya, beliau pernah menjabat
sebagai Asisten Afdeling di PT Perkebunan II, Medan
(1986 - 1994), Tenaga Instruktur Di PT Wahana Kendali
Mutu, Jakarta (1986-1994. Selama kurun waktu tahun
1995 sampai sekarang menduduki beberapa jabatan di
PT Astra Agro Lestari Tbk sebagai Departemen Head-
Human Resources (1995 -1999), Division Head - Human
Resources (2000 - 2002), Area Director - Riau Region
(2002 - 2005), Deputy Director - Operation (2005 -
2007), Director - Human Resources (2007 - 2009),
Director- Env & Social Responsibility (2009 - 2011),
Director in charge of Sustainability and Public Relation,
President Director of Sumatera Operation (2011 - 2015),
Director in charge of Sustainability and Public Relation,
President Commissioner of Sumatera Operation (2015
- sekarang). Selain itu beliau juga menduduki berbagai
jabatan di organisasi profesi antara lain: Gabungan
Pengusaha Kelapa Sawit Indonesia (GAPKI) Cabang
Riau sebagai Ketua (2003 -2006), Anggota Komite
GAPKI Pusat (2008 -2009), Sekretaris Jenderal GAPKI
Pusat (2009 -2015), Ketua Umum GAPKI Pusat (2015
- sekarang), Ketua Bidang Infrastruktur dan Lahan di
Dewan Minyak Sawit Indonesia (DMSI) (2012 - 2015).
Rangkap Jabatan
Saat ini beliau juga menjabat sebagai Ketua Umum
GAPKI Pusat
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Joko Supriyono
Anggota Dewan Pengawas
Supervisory Board Member
Warga negara Indonesia,
Menjabat sebagai Anggota Dewan Pengawas
BPDPKS sejak 26 Juni 2015, berdasarkan
Keputusan Menteri Keuangan Nomor 714/
KMK.05/ 2015 Tanggal 26 Juni 2015.
Indonesian citizen,
Has served as a Member of the BPDPKS Supervisory
Board since 26 June 2015, based on the Decree of
the Minister of Finance Number 714/KMK.05/2015
dated 26 June 2015.
Education
He earned a Bachelor's degree from the Faculty of
Agriculture, Gadjah Mada University, Yogyakarta in
(1986).
Career
In the course of his career, he served as Assistant Afdeling
at PT Perkebunan II, Medan (1986 - 1994), Instructor at
PT Wahana Kendali Mutu, Jakarta (1986-1994. During
the period 1995 until now, he has held several positions
at PT Astra Agro Lestari Tbk as Department Head-
Human Resources (1995 -1999), Division Head - Human
Resources (2000 - 2002), Area Director - Riau Region
(2002 - 2005), Deputy Director - Operation (2005 -
2007), Director - Human Resources (2007 - 2009),
Director-Env & Social Responsibility (2009 - 2011),
Director in charge of Sustainability and Public Relations,
President Director of Sumatra Operations (2011 - 2015),
Director in charge of Sustainability and Public Relations,
President Commissioner of Sumatra Operation (2015 -
present) In addition, he has also held various positions
in professional organizations including: Association of
Indonesian Palm Oil Entrepreneurs (GAPKI) Riau Branch
as Chairman (2003 -2006), Member of the Committee
for GAPKI P usat (2008 -2009), Secretary General of
Central GAPKI (2009 -2015), General Chairperson of
Central GAPKI (2015 - present), Head of Infrastructure
and Land at the Indonesian Palm Oil Council (DMSI)
(2012 - 2015).
Concurrent Position
Currently he also serves as the General Chairperson of
the Central GAPKI
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
75
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Profil Direksi
Board of Directors Profile

Eddy Abdurrachman
Direktur Utama
President Director

Zaid Burhan Kabul Wijayanto

Ibrahim
Direktur Perencanaan
Direktur Keuangan, dan Pengelolaan Dana
Umum, Kepatuhan dan Director of Planning and
Manajemen Risiko Fund Management
Director of Finance, General
Affairs, Compliance and Risk
Management

Sunari Edi Wibowo

Direktur Direktur Penyaluran
Penghimpunan Dana Dana merangkap
Fundraising Director Plt. Direktur Kemitraan
Director of Funds
Distribution
concurrently Acting
Partnership Director

76
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Menjabat sebagai Direktur Utama BPDPKS, sejak
Maret 2020 berdasarkan Keputusan Menteri Keuangan
Nomor53/KMK.01/2020 tanggal 2 Maret 2020
Pendidikan
Beliau Meraih gelar Sarjana bidang Ilmu Keuangan dari
Institut Ilmu Keuangan, Jakarta pada tahun 1979 dan
Lulus Kursus Reguler Lembaga Ketahanan Nasional
(Lemhanas) KRA XXX11 pada tahun 1999.
Perjalanan Karir
Dalam perjalanan karirnya, beliau berpengalaman
memimpin sejumlah instansi pemerintahan, antara lain
sebagai Direktur Jenderal Bea dan Cukai Departemen
Keuangan RI pada periode 2002-2006, Sebelumnya,
beliau menjabat Staf Ahli Menteri Keuangan Bidang
Hubungan Ekonomi Keuangan Internasional,
Departemen Keuangan pada 2006-2008 dan sebagai
Sekretaris Menteri Koordinator Bidang Perekonomian
pada 2008-2014.
Rangkap Jabatan
Saat ini beliau tidak merangkap jabatan apapun
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Eddy Abdurrachman
Direktur Utama
President Director
Warga Negara Indonesia, lahir di Jakarta, pada
tanggal 17 September 1952, saat ini berusia (68
tahun), berdomisili di Jakarta.
Indonesian citizen, born in Jakarta, on September 17,
1952, currently (68 years old), domiciled in Jakarta.
Served as the President Director of BPDPKS, since
March 2020 based on the Decree of the Minister of
Finance Number 53/KMK.01/2020 dated March 2, 2020
Education
He earned a Bachelor's degree in Finance from the
Financial Science Institute, Jakarta in 1979 and
graduated from the KRA XXX11 National Resilience
Regular Program (Lemhanas) in 1999.
Career
In the course of his career, he has experience in leading
a number of government agencies, including as Director
General of Customs and Excise, Ministry of Finance
of the Republic of Indonesia in the period 2002-2006.
Previously, he served as Expert Staff to the Minister of
Finance in the Field of International Financial Economic
Relations, Ministry of Finance in 2006-2008 and as
Secretary to the Coordinating Minister for Economic
Affairs in 2008-2014.
Concurrent Position
Currently, he does not hold any concurrent position
Affiliate Relationship
He has no affiliation with the members of the Supervisory
Board or the Board of Directors and the major and/or
controlling shareholders.
77
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Menjabat sebagai Direktur Keuangan, Umum,
Kepatuhan dan Manajemen Risiko BPDPKS, sejak
Maret 2020 berdasarkan Keputusan Menteri Keuangan
Nomor 54/KMK.01/2020 tanggal 2 Maret 2020
Pendidikan
Beliau Meraih gelar Sarjana Ekonomi di Universitas
Lampung, Bandar Lampung pada tahun 1996, dan
melanjutkan pendidikan strata 2 di Institut Teknologi
Bandung hingga menyandang gelar Master of Regional
Planning pada tahun 2006.
Perjalanan Karir
Dalam perjalanan karirnya, beliau memulai karier di
Kementerian Keuangan hingga menduduki berbagai
jabatan. Antara lain sebagai Kepala KPPN Tipe A1
Medan periode November 2011 s.d. Mei 2013, Kepala
KPPN Jakarta IV Periode Juni 2013 s.d. Mei 2017, Kepala
Kantor Wilayah Direktorat Jenderal Perbendaharaan
Provinsi Aceh periode Juli 2017 s.d. Februari 2020,
Direktur Keuangan, Umum, Kepatuhan dan Manajemen
Risiko Periode Maret 2020 - Sekarang.
Rangkap Jabatan
Saat ini beliau tidak merangkap jabatan apapun
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
78
Profil BPDPKS
BPDPKS Profile
Zaid Burhan Ibrahim
Direktur Keuangan, Umum, Kepatuhan
dan Manajemen Risiko
Director of Finance, General Affairs,
Compliance and Risk Management
Warga Negara Indonesia, lahir di Tanjung Karang,
pada tanggal 1 Maret 1972, saat ini berusia (48
tahun), berdomisili di Palembang Sumatera
Selatan
Indonesian citizen, born in Tanjung Karang, on
March 1, 1972, currently (48 years old), domiciled in
Palembang, South Sumatra
Served as Director of Finance, General Affairs,
Compliance and Risk Management of BPDPKS, since
March 2020 based on the Decree of the Minister of
Finance Number 54/KMK.01/2020 dated March 2, 2020
Education
He earned a Bachelor's degree in Economics at the
University of Lampung, Bandar Lampung in 1996. , and
continued his undergraduate education at the Bandung
Institute of Technology until he obtained a Master of
Regional Planning in 2006.
Career
In the course of his career, he started his career at the
Ministry of Finance until he held various positions.
Among others, as Head of KPPN Type A1 Medan for
the period November 2011 s.d. May 2013, Head of KPPN
Jakarta IV Period June 2013 s.d. May 2017, Head of
Regional Office of the Directorate General of Treasury
of Aceh Province for the period July 2017 s.d. February
2020, Director of Finance, General Affairs, Compliance
and Risk Management Period March 2020 - present.
Concurrent Position
Currently, he does not hold any concurrent position
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Menjabat sebagai Direktur Perencanaan dan Pengelolaan
Dana BPDPKS, sejak November 2019. berdasarkan
Keputusan Menteri Keuangan Nomor 739/KMK.0S/2019
tanggal 19 September 2019.
Pendidikan
Beliau Meraih gelar S1 di Universitas Diponegoro
jurusan Administrasi Negara (1995). Selanjutnya meraih
gelar Pascasarjana Bidang Manajemen Keuangan di
Universitas Pembangunan Nasional Veteran Jakarta
(2012).
Perjalanan Karir
Dalam perjalanan karirnya, beliau pernah menjabat
sebagai Kepala Subdirektorat investasi Pemerintah
Daerah/Badan Usaha Milik Daerah pada Direktorat
Sistem Manajemen investasi, Kementerian Keuangan.
Rangkap Jabatan
Saat ini beliau tidak merangkap jabatan apapun
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Kabul Wijayanto
Direktur Perencanaan dan
Pengelolaan Dana
Director of Planning and Fund
Management
Warga Negara Indonesia, lahir di Demak, Jawa
Tengah, pada tanggal 25 Maret 1971, saat ini
berusia (49 tahun), berdomisili di Jakarta.
Indonesian citizen, born in Demak, Central Java, on
March 25, 1971, currently (49 years old), domiciled
in Jakarta.
Served as Director of Planning and Fund Management
of BPDPKS, since November 2019. based on the Decree
of the Minister of Finance Number 739/KMK.0S/2019
dated September 19, 2019.
Education
He holds a bachelor's degree at Diponegoro University
majoring in State Administration (1995). Subsequently,
he obtained a Postgraduate degree in Financial
Management at the Veterans National Development
University, Jakarta (2012).
Career
In the course of his career, he has served as Head of the
Investment Sub-Directorate of Regional Government/
Regional Owned Enterprises at the Directorate of
Investment Management Systems, Ministry of Finance.
Concurrent Position
Currently, he does not hold any concurrent position
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
79
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Menjabat sebagai Direktur Penghimpunan Dana
BPDPKS, sejak Oktober 2019, berdasarkan Keputusan
Menteri Keuangan Nomor 739/KMK.0S/2019 tanggal
19 September 2019.
Pendidikan
Beliau Meraih gelar Sarjana Teknologi Benih di
Institut Pertanian Bogor (IPB) (1988), melanjutkan
Pendidikan S2 pada Bidang Ekonomi Pertanian IPB
(1993). Menyelesaikan pendidikan S3 pada bidang
Pengelolaan Sumber Daya Alam dan Lingkungan
Hidup di Universitas Padjadjaran (2005).
Perjalanan Karir
Dalam perjalanan karirnya, beliau pernah menjabat
sebagai Kepala Sub Direktorat Perkebunan dan
Hortikultura - Direktorat Pangan dan Pertanian
Kementerian Perencanaan Pembangunan Nasional/
Bappenas.
Rangkap Jabatan
Saat ini beliau tidak merangkap jabatan apapun
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
80
Profil BPDPKS
BPDPKS Profile
Sunari
Direktur Penghimpunan Dana
Fundraising Director
Warga Negara Indonesia, lahir di Indramayu,
Jawa Barat, pada tanggal 6 Oktober 1964, saat ini
berusia (56 tahun), berdomisili di Jakarta.
Indonesian citizen, born in Indramayu, West Java, on
October 6, 1964, currently (56 years old), domiciled
in Jakarta.
Appointed as Director of Fund Raising BPDPKS, since
October 2019, based on the Decree of the Minister of
Finance Number 739/KMK.0S/2019 dated September
19, 2019.
Education
He earned a Bachelor's degree in Seed Technology
at the Bogor Agricultural Institute (IPB) (1988),
continuing his Masters in Agricultural Economics, IPB
(1993). Completed doctoral education in the field of
Natural Resources and Environmental Management at
Padjadjaran University (2005).
Career
In the course of his career, he served as Head of the
Sub-Directorate of Plantations and Horticulture -
Directorate of Food and Agriculture of the Ministry of
National Development Planning/Bappenas.
Concurrent Position
Currently, he does not hold any concurrent position
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Menjabat Sebagai Direktur Penyaluran Dana BPDPKS, sejak
Februari 2017, berdasarkan Keputusan Menteri Keuangan
Nomor 739/KMK.05/2019 tanggal 19 September 2019
menggantikan Keputusan Menteri Keuangan Nomor 57/
KMK.05/2017 tanggal 2 Februari 2017.
Pendidikan
Beliau Meraih gelar Sarjana Mekanisasi Pertanian
Institut Pertanian Bogor (1991), mengikuti
Professional Development on Energy- di Chicago-
USA 1994 dan 1996, meraih gelar Master Teknik pada
Jurusan Teknik Mesin - Fakultas Teknik Universitas
Indonesia (2002).
Perjalanan Karir
Beliau adalah seorang peneliti di Pusat Penelitian
dan Pengembangan Teknologi Minyak dan Gas
"Lemigas" sejak tahun 1992, dan Kepala Sub Bagian
Fasilitasi Kebijakan Pemanfaatan Energi di Sekretaris
Jenderal Dewan Energi Nasional sejak 2009. Sejak
2011 ia menjadi Kepala Sub Direktorat Keteknikan dan
Lingkungan Bioenergi-DJ EBTKE KESDM, Kepala Sub
Direktorat Pengusahaan dan Pengawasan Bioenergi
DJ EBTKE KESDM sejak Juni 2015 dan Kepala Sub
Direktorat Program Bioenergi DJ EBTKE KESDM sejak
Juli 2016.
Rangkap Jabatan
Saat ini beliau merangkap sebagai Plt. Direktur Kemitraan
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan
anggota Dewan Pengawas atau Direksi dan pemegang
saham utama dan/atau pengendali.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Edi Wibowo
Direktur Penyaluran Dana merangkap
Plt. Direktur Kemitraan
Director of Funds Distribution
concurrently Acting Partnership
Director
Warga Negara Indonesia, lahir di Madiun, Jawa
Timur, pada tanggal 4 Oktober 1967 (53 tahun),
berdomisili di Bogor.
Indonesian citizen, born in Madiun, East Java, on
October 4, 1967 (53 years old), domiciled in Bogor.
Served as Director of Fund Distribution of BPDPKS, since
February 2017, based on the Decree of the Minister of
Finance Number 739/KMK.05/2019 dated 19 September
2019 replacing the Decree of the Minister of Finance
Number 57/KMK.05/2017 dated 2 February 2017.
Education
He earned a Bachelor's degree in Agricultural
Mechanization from the Bogor Agricultural University
(1991), attended Professional Development on Energy-
in Chicago-USA 1994 and 1996, earned a Master of
Engineering degree in the Department of Mechanical
Engineering - Faculty of Engineering, University of
Indonesia (2002).
Career
He is a researcher at the Center for Research and
Development of Oil and Gas Technology "Lemigas"
since 1992, and Head of the Sub-Division of Facilitation
of Energy Utilization Policy at the Secretary General
of the National Energy Council since 2009. Since 2011
he has been Head of the Sub-Directorate of Bioenergy
Engineering and Environment-DJ EBTKE KESDM, Head
of Sub-Directorate for Bioenergy Concession and
Supervision DJ EBTKE KESDM since June 2015 and
Head of Sub-Directorate for Bioenergy Program DJ
EBTKE KESDM since July 2016.
Concurrent Position
Currently he also serves as Acting Partnership Director
Affiliate Relationship
He has no affiliation with the members of the
Supervisory Board or the Board of Directors and the
major and/or controlling shareholders.
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Profil Pejabat Non-Struktural BPDPKS

BPDPKS Non-Structural Official Profile

M. Indra Y.K Plt. Kepala Divisi Anggaran dan Akuntansi

Acting Head of Budget and Accounting Division

Beliau lahir di Jakarta, pada tanggal 24 Maret 1984. Beliau meraih gelar Sarjana Ekonomi
di Universitas Diponegoro pada tahun 2013. Saat ini beliau menjabat sebagai Plt. Kepala Divisi
Anggaran dan Akuntansi periode Agustus 2019 – Sekarang.
He was born in Jakarta, on March 24, 1984. He earned his Bachelor of Economics degree at
Universitas Diponegoro in 2013. He presently serves as Acting Head of the Budget and
Accounting Division for the period of August 2019 – present.

Sidik Haryadi Plt. Kepala Divisi Umum & SDM merangkap Kepala
Divisi Kepatuhan & Manajemen Risiko
Acting Head of General & HR Division concurrently
Head of Compliance & Risk Management Division

Beliau lahir di DI Yogyakarta, pada tanggal 8 November 1970. Beliau meraih gelar Magister
of Laws (LL.M.) di Universitas Gajah Mada pada tahun 2010. Saat ini beliau menjabat sebagai
Plt. Kepala Divisi Umum dan Sumber Daya Manusia periode November 2019 – Sekarang serta
merangkap sebagai Kepala Divisi Kepatuhan dan Manajemen Risiko pada periode yang sama.
He was born in Special Region Yogyakarta, on November 8, 1970. He earned his Master of Laws
(LL.M.) degree at Universitas Gajah Mada in 2010. He presently serves as Acting Head of General
and Human Resources Division for the period of November 2019 – present and concurrently as
Head of the Compliance and Risk Management Division in the same period.

Nugroho Adi Kepala Divisi Pengembangan Biodiesel

Wibowo Head of Biodiesel Development Division

Beliau lahir di Tegal, pada tanggal 30 September 1975. Beliau meraih gelar Magister Hukum
di Universitas Gajah Mada pada tahun 2010. Saat ini beliau menjabat sebagai Kepala Divisi
Pengembangan Biodiesel periode 2020 - sekarang.
He was born in Tegal, on September 30, 1975. He earned his Master of Laws degree at Universitas
Gajah Mada in 2010. He presently serves as Head of the Biodiesel Development Division for the
period 2020 - present.

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Lerifardiyan Plt. Kepala Divisi Replanting,

Reforestation dan Promosi Perkebunan
Acting Head of Replanting, Reforestation
and Plantation Promotion Division

Beliau lahir di Tanjung Karang, pada tanggal 21 November 1982. Beliau meraih gelar Sarjana
Ekonomi di Sekolah Tinggi Ilmu Ekonomi Keuangan Perbankan dan Pembangunan Padang
pada tahun 2008. Saat ini beliau menjabat sebagai Plt. Kepala Divisi Replanting, Reforestation
dan Promosi Perkebunan periode 2020 - sekarang.
He was born in Tanjung Karang, on November 21, 1982. He earned his Bachelor of Economics
degree at Sekolah Tinggi Imu Ekonomi Keuangan Perbankan dan Pembangunan Padang in
2008. He presently serves as Acting Head of the Division of Replanting, Reforestation and
Plantation Promotion for the period of 2020 - present.

Triana Meinarsih Kepala Divisi Pendidikan SDM, Litbang, dan

Pengembangan Sarana dan Prasarana
Head of HR Education, Research and
Development, and Development of Facilities
and Infrastructure Division

Beliau lahir di Pati, pada tanggal 25 Mei 1977. Beliau meraih gelar Magister Akuntansi (2013)
dan gelar Akuntan (2015) di di Universitas Trisakti Jakarta. Saat ini beliau menjabat sebagai
Kepala Divisi Pendidikan SDM, Litbang, dan Pengembangan Sarana dan Prasarana periode
2019 - sekarang
She was born in Pati, on May 25, 1977. She earned her Master in Accounting (2013) and an
Accountant (2015) at Universitas Trisakti, Jakarta. She presently serves as Head of Human
Resources Education, R&D, and Development of Facilities and Infrastructure Division for the
period of 2019 – present.

Fajril Amirul Plt. Kepala Divisi Pemungutan Biaya dan Iuran CPO
Acting Head of CPO Fee Collection and Contribution

Beliau lahir di Jakarta, pada tanggal 31 Agustus 1985. Beliau meraih gelar Master of Management
Finance di University of Melbourne pada tahun 2014. Saat ini beliau menjabat sebagai Plt.
Kepala Divisi Pemungutan Biaya dan iuran CPO periode 2020-sekarang.
He was born in Jakarta, on August 31, 1985. He earned his Master of Management Finance
degree at the University of Melbourne in 2014. He presently serves as Acting Head of CPO Fee
Collection and Contribution for the period of 2020 - present.

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Kus Emy Kepala Divisi Biaya dan Iuran Produk Turunan

Puspita Dewi Head of Cost and Derivative Product Fees Division

Beliau lahir di Sukoharjo , pada tanggal 25 November 1965 Beliau meraih gelar Magister
Manajemen di Universitas Krisnadwipayana pada 2008, meraih gelar Sarjana Ekonomi Manajemen
di Universitas Sebelas Maret pada 2004. Saat ini beliau menjabat sebagai Kepala Divisi Biaya dan
iuran Produk Turunan periode 2018 s.d. sekarang
She was born in Sukoharjo, on November 25, 1965. She earned her Master Management in
Krisnadwipayana university in 2008, bachelor of economy management in Sebelas Maret
University in 2004. She presently serves as Head of Costs and Derivatives Product Fees Division
for the period of 2018 - present.

Arfie Thahar Kepala Divisi Program Pelayanan

Head of Service Program Division

Beliau lahir di Bukittinggi, pada tanggal 6 September 1974. Beliau meraih gelar Magister
Manajemen Agribisnis di Universitas Institut Pertanian Bogor pada tahun 2004. Saat ini beliau
menjabat sebagai Kepala Divisi Program Pelayanan periode 2019 – Sekarang.
He was born in Bukittinggi, on September 6, 1974. He earned his Master of Agribusiness
Management degree at Institut Pertanian Bogor in 2004. He presently serves as Head of the
Service Program Division for the period of 2019 – present.

Fajar Wahyudi Kepala Divisi Unit Penyaluran

Head of Distribution Unit Division

Beliau lahir di Bandung, pada tanggal 8 Januari 1967. Beliau meraih gelar Master Of Business
Administration di Institut Manajemen Prasetya Mulya pada tahun 1992. Saat ini beliau menjabat
sebagai Kepala Divisi Unit Penyaluran periode 2017 – Sekarang.
He was born in Bandung, on January 8, 1967. He earned his Master of Business Administration degree
at Institut Manajemen Prasetya Mulya in 1992. He presently serves as Head of the Distribution Unit
Division for the period of 2017 – present.

Helmi Kepala Divisi Usaha Kecil, Menengah dan Koperasi

Muhansyah Head of Small, Medium Enterprises and
Cooperatives Division

Beliau lahir di Ponorogo, pada tanggal 27 Maret 1979. Beliau meraih gelar Master Of Business
Administration di Institut Teknologi Bandung pada tahun 2015. Saat ini beliau menjabat sebagai
Kepala Divisi Usaha Kecil, Menengah dan Koperasi periode 2018 – Sekarang.
He was born in Ponorogo, on March 27, 1979. He earned his Master of Business Administration
degree Institut Teknologi Bandung in 2015. He presently serves as Head of the Division of
Small, Medium and Cooperatives for the period of 2018 – Present.

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Achmad Maulizal Kepala Divisi Perusahaan

Sutawijaya Head of Corporate Division

Beliau lahir di Jakarta, pada tanggal 21 Maret 1977. Beliau meraih gelar S2 Komunikasi
di Universitas Indonesia pada tahun 2009. Saat ini beliau menjabat sebagai Kepala
Divisi Perusahaan periode 2018 - sekarang.
He was born in Jakarta, on March 21, 1977. He earned his Master of Communication
degree at Universitas Indonesia in 2009. He presently serves as Head of Corporate
Division for the period of 2018 - present.

Sulthan Plt. Kepala Divisi Lembaga Kemasyarakatan

Muhammad Yusa & Civil Society
Acting Head of Social & Civil Society Division

Beliau lahir di Sleman, pada tanggal 21 September 1984. Beliau meraih gelar Master
of International Business di University of Melbourne pada tahun 2014. Saat ini beliau
menjabat sebagai Kepala Divisi Lembaga Kemasyarakatan & Civil Society periode
Oktober 2020 – sekarang.
He was born in Sleman, on September 21, 1984. He earned his Master of International
Business degree at the University of Melbourne in 2014. He presently serves as Head
of Social & Civil Society Division for the period of October 2020 – present.

Hari Kuncoro Kepala Satuan Pengawasan Internal

Head of Internal Control Unit

Beliau lahir di Cilacap, pada tanggal 29 Mei 1973, meraih gelar Magister Keuangan di
Universitas Jenderal Soedirman pada tahun 2005. Saat ini beliau menjabat sebagai
Kepala Satuan Pengawasan Internal sejak Agustus 2019 – sekarang, berdasarkan
SK Dirut Nomor KEP-272/DPKS/2019 mulai menjabat tanggal 23 Juli 2019.
He was born in Cilacap, on May 29, 1973, earned a Masters in Finance at Jenderal
Soedirman University in 2005. He currently serves as Head of the Internal Control
Unit since August 2019 – now, based on the Decree of the President Director Number
KEP-272/DPKS/2019 starting took office on July 23, 2019.

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Nama & Alamat Lembaga dan/atau Profesi Penunjang

Name & Address of Institution and/or Supporting Profession
Nama & Alamat Jasa
No
. Name & Address . Service

1 PWC Akuntan Publik

Tanudiredja, Wibisana, Rintis & Rekan
Nomor Izin Usaha: KEP-241/KM.1/2015
00844/2.1025/AU.1/11/0230-3/1/V/2020
Kantor Pusat:
WTC 3 Jl. Jend. Sudirman Kav. 29 – 31,
Jakarta 12920 – Indonesia
Telp: +62 21 50992901/31192901
Fax: 62 21 52905555/52905050
Website: www.pwc.com.id

2 Badan Pemeriksa Keuangan (BPK) Auditor Pemerintah

Jalan Jenderal Gatot Subroto No. Kav. 31
Jakarta Pusat, Daerah Khusus Ibukota
Jakarta 10210

Luas Areal dan Produksi Kelapa Sawit di Indonesia Tahun 2020

Palm Oil Area and Production in Indonesia in 2020

Perkebunan Rakyat Perkebunan Negara Perkebunan Swasta Jumlah

Propinsi . People's Plantation . State Plantation . Private Plantation . Total
Province Produksi Produksi Produksi Produksi
Luas (Ha) Luas (Ha) Luas (Ha) Luas (Ha)
.

(Ton) (Ton) (Ton) (Ton)

Aceh 240.415 471.350 50.517 127.227 217.930 560.054 508.862 1.158.631

Sumatera Utara 730.410 2.720.087 320.445 1.423.579 579.889 2.457.733 1.630.744 6.601.399

Sumatera Barat 223.694 608.253 8.785 44.813 158.075 737.133 390.554 1.390.199

Riau 1.831.592 5.510.523 73.276 327.365 945.135 3.937.784 2.850.003 9.775.672

Kepulauan Riau 1.288 1.801 - - 6.901 31.471 8.189 33.272

Jambi 688.407 1.690.969 20.949 104.148 377.267 1.301.504 1.086.623 3.096.621

Sumatera Selatan 673.581 2.685.039 33.219 101.201 490.115 1.578.764 1.196.915 4.365.004

Kep. Bangka 72.063 154.067 - - 162.073 871.964 234.136 1.026.031

Belitung

Bengkulu 210.532 790.802 868 1.936 107.627 357.014 319.027 1.149.752

Lampung 110.356 203.319 12.497 47.703 84.178 293.873 207.031 544.895

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Perkebunan Rakyat Perkebunan Negara Perkebunan Swasta Jumlah

Propinsi . People's Plantation . State Plantation . Private Plantation . Total
Province Produksi Produksi Produksi Produksi
Luas (Ha) Luas (Ha) Luas (Ha) Luas (Ha)
.

(Ton) (Ton) (Ton) (Ton)

WILAYAH 4.782.338 14.836.210 520.556 2.177.972 3.129.190 12.127.294 8.432.084 29.141.476

SUMATERA

DKI Jakarta - - - - - - - -

Jawa Barat 322 412 12.407 47.063 3.684 5.481 16.413 52.956

Banten 7.658 4.169 10.053 36.880 2.628 3.141 20.339 44.190

Jawa Tengah - - - - - - - -

D.I. Yogyakarta - - - - - - - -

Jawa Timur - - - - - - - -

WILAYAH JAWA 7.980 4.581 22.460 83.943 6.312 8.622 36.752 97.146

Bali - - - - - - - -

Nusa Tenggara - - - - - - - -
Barat

Nusa Tenggara - - - - - - - -
Timur

WILAYAH NUSA - - - - - - - -
TENGGARA

Sulawesi Utara - - - - - - - -

Gorontalo 5.237 1.473 - - 5.329 9.966 10.566 11.439

Sulawesi Tengah 54.506 139.618 - - 87.146 301.778 141.652 441.396

Sulawesi Selatan 32.526 105.085 18.122 15.716 691 827 51.339 121.628

Sulawesi Barat 114.713 214.200 - - 61.674 230.181 176.387 444.381

Sulawesi Tenggara 6.954 3.410 1.375 1.155 70.105 117.529 78.434 122.094

WILAYAH 213.936 463.786 19.497 16.871 224.945 660.281 458.378 1.140.938

SULAWESI

Maluku 902 99 - - 10.743 27.045 11.645 27.144

Maluku Utara - - - - - - - -

Papua 15.046 9.344 16.138 58.240 133.525 329.511 164.709 397.095

Papua Barat 17.927 24.578 - - 35.527 88.329 53.454 112.907

WILAYAH 33.875 34.021 16.138 58.240 179.795 444.885 229.808 537.146

MALUKU & PAPUA

KALIMANTAN 445.868 837.759 32.716 80.042 1.425.431 2.634.024 1.904.015 3.551.825

BARAT

KALIMANTAN 171.804 299.045 - - 1.542.856 7.999.539 1.714.660 8.298.584

TENGAH

KALIMANTAN 106.558 263.736 7.729 15.638 450.345 1.387.758 564.632 1.667.132

SELATAN

KALIMANTAN 290.825 544.802 24.392 37.823 1.177.717 3.749.305 1.492.934 4.331.930

TIMUR

KALIMANTAN 37.699 91.457 - - 125.048 259.626 162.747 351.083

UTARA

WILAYAH 1.052.754 2.036.799 64.837 133.503 4.721.397 16.030.252 5.838.988 18.200.554

KALIMANTAN

INDONESIA 6.090.883 17.375.397 643.488 2.470.529 29.271.334 29.271.334 14.996.010 49.117.260

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Informasi Pada Website Perusahaan

Information on Company Website

Website
BPDPKS menyediakan website yang dapat dengan
mudah diakses oleh seluruh stakeholder yang
beralamat di www.bpdp.or.id Keberadaan website
tersebut merupakan bagian dari keterbukaan informasi
yang dilakukan BPDPKS, agar seluruh stakeholder
dapat memperoleh berbagai informasi terkait dengan
BPDPKS.
Website
BPDPKS provides a website that can be easily accessed
by all stakeholders with the address at www.bpdp.or.id
The presence of this website is part of the information
disclosure carried out by BPDPKS, so that all
stakeholders can acquire various information related to
BPDPKS.

Informasi Pada Website BPDPKS

Information on Company Website

Home Tentang BPDPKS

About BPDPKS

All

Profil Manajemen Program

Management Profile

• Program Peremajaan
• Direksi Perkebunan Kelapa Sawit
Director Oil Palm Plantation
• Komite Pengarah Rejuvenation Program
Steering Committee • Program Pengembangan
• Dewan Pengawas dan Pemanfaatan Bahan
Supervisory Board Bakar Nabati
Biofuel Development and
Utilization Program
• Program Penelitian dan
Pengembangan
Profil BPDPKS Research and Development
BPDPKS' Profile Program
• Program Promosi
Promotion Program
• Program Pengembangan
Sumber Daya Manusia
• Visi dan Misi (SDM)
Vision and Mission Human Resources (HR)
• Sekilas BPDPKS Development Program
BPDPKS Highlight • Program Pengembangan
• Bagan Organisasi Sarana dan Prasarana
Organisation structure Perkebunan Kelapa
Palm Oil Plantation
Facilities and Infrastructure
Development Program

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Media Sosial Social Media

Selain memiliki website, BPDPKS juga memanfaatkan In addition to having a website, BPDPKS also uses
media sosial sebagai sarana berkomunikasi dengan social media as a means of communicating with all
seluruh pemangku kepentingan. Adapun akun resmi stakeholders. The Company's official accounts on
Perusahaan di media sosial yaitu: social media are:

BPDPkelapasawit bpdpkelapasawit bpdpsawit BLU BPDPsawit

Publikasi Berita Pengumuman

Publication News Announcement

• Media Rilis | Media Release • Riset | Research

• Infografis | Infographics • Pengadaan | Procurement
• Kegiatan | Activity • Beasiswa | Scholarship
• Video | Videos • Umum | General

Tentang Sawit Statistik Dukungan Dana Riset

About Palm Oil Statistics Research Fund Support

• Energi | Energy • Bidang Bioenergi | Bioenergy

• Kesehatan dan nutrisi | Sector
Health and nutrition • Bidang Biomaterial dan
• Sawit berkelanjutan | Oleochemical | Biomaterials and
Oleochemical Sector
Sustainable palm oil
• Bidang Pangan dan
Kesehatan | Food and Health
Sector
• Bidang Pascapanen dan
Pengolahan | Postharvest and
Processing Sector
• Bidang Budidaya | Cultivation
Sector
Regulasi
Regulation • Bidang Lingkungan |
Environment Sector
• Bidang Sosial-Ekonomi,
Bisnis, Pasar, ICT | Socio-
Economic, Business, Market, ICT

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Penghargaan dan Sertifikasi Tahun 2020

Awards and Certifications 2020

Penghargaan Award
Sepanjang tahun 2020, BPDPKS tidak menerima Throughout 2020, BPDPKS did not receive awards,
penghargaan baik yang berskala nasional maupun either nationally or internationally.
internasional.

Sertifikasi Certification
Sepanjang tahun 2020, BPDPKS tidak memiliki Throughout 2020, BPDPKS did not have any national or
sertifikasi baik yang berskala nasional maupun international certifications
internasional

Peristiwa Penting Tahun 2020

Significant Events of 2020

21 JANUARI
JANUARY 21

Penandatanganan MoU dan Perjanjian Kerjasama The signing of MoU and Cooperation Agreement
antara BPDPKS dan Kementerian Agraria dan Tata between BPDPKS and the Ministry of Agrarian
Ruang/Badan Pertanahan Nasional untuk percepatan Affairs and Spatial Planning/National Land Agency to
pelaksanaan peremajaan kebun sawit (replanting). accelerate the replanting of palm oil plantations.

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23 JANUARI
JANUARY 23
Kunjungan kerja Anggota Komisi XI DPR RI ke Provinsi
Riau untuk mendalami dan menampung aspirasi
segenap pemangku kepentingan terkait kelapa sawit.
Dalam kunjungan kerja tersebut, Direktur Utama
BPDPKS menyampaikan pemaparan mengenai
berbagai aspek sawit dari hulu ke hilir.
3 FEBRUARI
FEBRUARY 3
Pernyataan kesiapan BPDPKS sebagai salah
satu pelaksana dalam Proyek Strategis Nasional
Pembangunan Energi Terbarukan Berbasis Kelapa
Sawit yang telah ditetapkan oleh Pemerintah
dalam Rencana Pembangunan Jangka Menengah
(RPJMN) 2020 – 2024.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Working visit by members of Indonesian House of
Representatives Commission XI to Riau Province
to explore and accommodate the aspirations of all
stakeholders related to palm oil. During the working
visit, the President Director of BPDPKS delivered
a presentation on various aspects of palm oil from
upstream to downstream.
Statement of readiness from BPDPKS as one
of the implementers in the National Strategic
Project for the Development of Palm Oil-Based
Renewable Energy that has been set by the
Government in the Medium-Term Development
Plan (RPJMN) 2020-2024.
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7 FEBRUARI
FEBRUARY 7
Direktur Utama BPDPKS, Dono Boestami, menjadi
salah satu pembicara Talk Show Program Wartawan
Spesialis pada ajang Hari Pers Nasional 2020. Salah
satu sektor spesialisasi untuk wartawan adalah sawit
mengingat sawit merupakan sektor ekonomi yang
penting dan menjadi andalan bagi Indonesia.
3 MARET
MARCH 3
Pelantikan Direktur Utama BPDPKS, Eddy
Abdurrachman, oleh Menteri Keuangan Sri Mulyani
Indrawati. Acara pelantikan berlangsung di Aula
Mezzanine Kementerian Keuangan Jakarta, Senin
(2/3/2020). Kemenkeu juga menetapkan Zaid Burhan
Ibrahim sebagai Direktur Keuangan, Umum dan
Manajemen Risiko BPDPKS; dan Nugroho Adi Wibowo
sebagai Kepala Divisi Pengembangan Biodiesel
BPDPKS.
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BPDPKS Profile
The President Director of BPDPKS, Dono Boestami, was
one of the speakers of the Specialist Journalist Talk
Show Program at the National Press Day 2020. One of
specialization sector for journalists is palm oil seeing
that palm oil is an important economic sector and a
mainstay for Indonesia.
The inauguration of the President Director of BPDPKS,
Eddy Abdurrachman, by the Minister of Finance Sri
Mulyani Indrawati. The inauguration ceremony took
place at the Mezzanine Hall of the Ministry of Finance,
Jakarta, Monday (2/3/2020). The Ministry of Finance
also appointed Zaid Burhan Ibrahim as Director of
Finance, General Affairs, and Risk Management of
BPDPKS; and Nugroho Adi Wibowo as Head of the
Biodiesel Development Division of BPDPKS.
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4 MARET
MARCH 4
Penandatanganan MoU mengenai Kerja Sama
Penelitian dan Pengembangan Bahan Bakar Nabati
(BBN) antara Badan Penelitian dan Pengembangan
(Balitbang) Kementerian Energi dan Sumber Daya
Mineral (ESDM), Badan Pengelola Dana Perkebunan
Kelapa Sawit (BPDPKS), PT Pupuk Indonesia, PT
Pertamina, dan Institut Teknologi Bandung (ITB).
Penandatangan Nota Kesepahaman 5 pihak ini
dilaksanakan di Kampus Institut Teknologi Bandung
dan disaksikan oleh Menteri ESDM Arifin Tasrif.
12-14
MARET
MARCH
12-14
BPDPKS diwakili oleh Direktur Penghimpunan Dana,
Sunari berpartisiapsi dalam ajang the 2nd Asian
Agriculture & Food Forum 2020 (ASAFF) untuk
menyampaikan promosi dan edukasi mengenai sawit
berkelanjutan.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
The signing of MoU on Cooperation in Research and
Development of Biofuels (BBN) between the Research
and Development Agency of the Ministry of Energy
and Mineral Resources (ESDM), Badan Pengelola
Dana Perkebunan Kelapa Sawit (BPDPKS), PT Pupuk
Indonesia, PT Pertamina, and Institut Teknologi
Bandung (ITB). The signing of the 5-party Memorandum
of Understanding was held at the Institut Teknologi
Bandung Campus and witnessed by the Minister of
Energy and Mineral Resources, Arifin Tasrif.
BPDPKS represented by the Director of Fund Collection,
Sunari, participated in the 2nd Asian Agriculture &
Food Forum 2020 (ASAFF) to deliver promotions and
education about sustainable palm oil.
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18 MARET
MARCH 18
Badan Pengelola Dana Perkebunan Kelapa Sawit
(BPDPKS) berkomitmen untuk memperkuat sektor
kelapa sawit nasional melalui meningkatkan program
Peremajaan Sawit Rakyat (PSR) dan penerapan Good
Agricultural Practices (GAP) di tingkat petani. Langkah
tersebut ditempuh sebagai bagian dari program utama
yang dijalankan saat ini, sesuai harapan pemerintah
untuk memperkuat program PSR.
30 MEI | MAY 30
BPDPKS menyalurkan bantuan dari Pemerintah
berupa tambahan dana sebesar Rp2,78 triliun
bagi pengembangan di sektor hulu yang
mencakup peremajaan, sarana dan prasarana,
serta pembinaan sumber daya manusia di sektor
sawit. Dana bantuan tersebut semula sebesar
Rp25 juta per hectare per petani menjadi Rp30
juta per hectare per petani.
94
Profil BPDPKS
BPDPKS Profile
Badan Pengelola Dana Perkebunan Kelapa Sawit
(BPDPKS) is committed to strengthening the national
palm oil sector through improving the People's Palm
Oil Replanting (PSR) program and implementing Good
Agricultural Practices (GAP) at the farmer level. This
step was taken as part of the current main program, in
line with the government's expectation to strengthen
the PSR program.
BPDPKS distributed assistance from the
Government in the form of additional funds of
Rp2.78 trillion for development in the upstream
sector which includes rejuvenation, facilities
and infrastructure, as well as human resource
development in the palm oil sector. The aid fund
was originally Rp25 million per hectare per farmer
becomes Rp30 million per hectare per farmer.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

4 JUNI
JUNE 4

BPDPKS menyelenggarakan program edukasi, DigiTalk
Sawit Kota Medan. Program tersebut diharapkan dapat
mendorong kaum milenial di Indonesia untuk lebih
mengenal serta mengembangkan kelapa sawit, dari
hulu hingga hilir karena sawit memiliki banyak manfaat.
BPDPKS organizes an educational program, DigiTalk
Sawit, Medan City. The program is expected to
encourage millennials in Indonesia to be more
familiar with and develop palm oil, from upstream to
downstream due to its many benefits.

16 JUNI
JUNE 16

BPDPKS menyelenggarakan Webinar Sawit Goes to Campuss
dalam rangka sosialisasi Lomba Riset Sawit Tingkat
Mahasiswa. Acara Sawit tersebut dilakukan secara online
pada 16 Juni 2020 menggunakan media zoom conference dan
disiarkan secara live pada youtube BPDPKS.
BPDPKS held Palm Oil Goes to Campus Webinar in order to
socialize the Palm Oil Research Competition for Students.
The Palm Oil event was held online on June 16, 2020 using
the media zoom conference and broadcast live on BPDPKS
YouTube.

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2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
24 JUNI
JUNE 24
BPDPKS menandatangani 14 perjanjian penelitian
dan pengembangan dalam kerangka pendanaan dari
BPDPKS pada 24 Juni 2020. Penandatangan yang
rencananya dilakukan pada Maret 2020 tertunda
karena kondisi pandemi COVID-19. Penandatanganan
tersebut dilakukan secara online oleh Direktur Utama
BPDPKS Eddy Abdurrachman bersama delapan
lembaga penelitian dan pengembangan yaitu LPPM
Institut Teknologi Bandung, LPPM Institut Pertanian
Bogor, LPPM Universitas Gadjah Mada Yogyakarta,
Pusat Penelitian Bioteknologi dan Bioindustri
Indonesia, Pusat Penelitian Kelapa Sawit, LPPM
Universitas Sriwijaya, Politeknik Negeri Media Kreatif
dan Lembaga Ilmu Pengetahuan Indonesia.
29 - 30 JUNI | JUNE 29 - 30
BPDPKS menggelar program Jurnalist Fellowship
and Training 2020. Program tersebut memberikan
kesempatan kepada insan pers di Indonesia untuk
memperdalam pengetahuan, informasi, dan
data terbaru di bidang kelapa sawit. Program
pembekalan untuk peserta gelombang pertama
digelar secara online melalui media tatap muka
virtual mengingat kondisi pandemi COVID-19.
Melalui program ini, BPDPKS memberikan
kesempatan kepada jurnalis untuk berbagai
informasi, dan bertukar pikiran dengan pemangku
kepentingan di sektor kelapa sawit nasional.
96
Profil BPDPKS
BPDPKS Profile
BPDPKS signed 14 research and development
agreements within the framework of BPDPKS funding
on June 24, 2020. The signing, which was planned to
take place in March 2020, was delayed due to the
COVID-19 pandemic. The signing was carried out
online by the President Director of BPDPKS, Eddy
Abdurrachman, together with eight research and
development institutions, namely LPPM Institut
Teknologi Bandung, LPPM Institut Pertanian Bogor,
LPPM Universitas Gadjah Mada Yogyakarta, Research
Center for Biotechnology and Bioindustry Indonesia,
Center for Palm Oil Research, LPPM Universitas
Sriwijaya, Politeknik Negeri Media Kreatif dan Lembaga
Ilmu Pengetahuan Indonesia.
BPDPKS held the Journalist Fellowship and
Training 2020 Program. The program provided
an opportunity for press personnel in Indonesia
to deepen their knowledge, information, and the
latest data in the field of palm oil. The debriefing
program for the first wave of participants was
held online through virtual face-to-face media
considering the COVID-19 pandemic conditions.
Through this program, BPDPKS provides
opportunities for journalists to share information,
and exchange ideas with stakeholders in the
national palm oil sector.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
30 JUNI | JUNE 30
Badan Pengelola Dana Perkebunan Kelapa
Sawit (BPDPKS) bersinergi dengan UKM Center
FEB Universitas Indonesia menggelar program
Penguatan Kelembagaan dan Pemberdayaan
UMK Sawit Binaan BPDPKS. Program untuk
memperkuat jaring ekonomi masyarakat di sektor
kelapa sawit ini diluncurkan secara online melalui
telekonferensi. Kegiatan peluncuran Penguatan
Kelembagaan dan Pemberdayaan UMK Sawit
Binaan BPDPKS diikuti oleh 107 peserta dari
berbagai unsur, yakni UMK di sektor sawit,
tim BPDPKS, UKM Center FEB UI, Masyarakat
Perkelapa Sawitan Indonesia (MAKSI), Ketua
asosiasi-asosiasi petani sawit, perwakilan dari
Kementerian Koperasi, dan Dinas Koperasi.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Badan Pengelola Dana Perkebunan Kelapa
Sawit (BPDPKS) in synergy with the UKM Center
FEB Universitas Indonesia held a program for
Institutional Strengthening and Empowerment of
BPDPKS-assisted Palm Oil MSEs. This program to
strengthen community economic nets in the palm
oil sector was launched online via teleconference.
The launching of the Institutional Strengthening
and Empowerment of Palm Oil MSEs assisted
by BPDPKS was attended by 107 participants
from various elements, namely MSEs in the palm
oil sector, BPDPKS team, UKM Center FEB UI,
Indonesian Palm Oil Society (MAKSI), Chairman
of palm oil farmer associations, representatives
from the Ministry of Cooperatives, and the
Department of Cooperatives.
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14 JULI
JULY 14
BPDPKS menyelenggarakan program edukasi, DigiTalk
Sawit Sumatera II. Program tersebut dilaksanakan oleh
BPDP Kelapa Sawit untuk wilayah Aceh, Sumatera
Barat, Riau, Kepulauan Riau. Melalui program edukasi
ini, BPDPKS mengajak segenap kaum milenial untuk
turut serta merespons tantangan yang dihadapi
industri kelapa sawit nasional.
28 JULI | JULY 28
BPDPKS menggelar sosialisasi yang mengusung
tema “Peran dan Fungsi BPDPKS dalam
mengelola Dana Perkebunan Kelapa Sawit”
dengan menggandeng kalangan Komisi XI DPR
RI. Pada kegiatan sosialisasi tersebut dilakukan
dialog dengan kalangan petani sawit di Sumatera
Utara. Sosialisasi ini merupakan bagian dari
upaya memperkuat industri kelapa sawit nasional
dalam rangka penerapan sawit berkelanjutan,
khususnya pada sektor perkebunan. Acara
dihadiri ratusan petani sawit dari Kota Binjai
dan Kabupaten Langkat serta sejumlah elemen
masyarakat terkait lainnya.
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Profil BPDPKS
BPDPKS Profile
BPDPKS organizes an educational program, DigiTalk
Palm Oil Sumatra II. The program was implemented
by BPDP Kelapa Sawit for the areas of Aceh, West
Sumatra, Riau, Riau Islands. Through this educational
program, BPDPKS invites all millennials to participate
in responding to the challenges faced by the national
palm oil industry.
BPDPKS held a socialization with the theme
“Role and Functions of BPDPKS in managing
Dana Perkebunan Kelapa Sawit” by cooperating
with the Indonesian House of Representatives
Commission XI. During the socialization activity, a
dialogue was held with palm oil farmers in North
Sumatra. This socialization is part of an effort
to strengthen the national palm oil industry in
the context of implementing sustainable palm
oil, especially in the plantation sector. The event
was attended by hundreds of palm oil farmers
from Binjai City and Langkat Regency as well as a
number of other related community elements.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
4 SEPTEMBER
SEPTEMBER 4
Penyerahan Hand sanitizer berbahan sawit kerjasama
BPDPKS dengan Pusat Penelitian Surfaktan dan
Bioenergi LPPM IPB di 10 Rumah Sakit Badan Layanan
Umum Kementerian Keuangan di wilayah Jabodetabek.
Hand sanitizer sebanyak 10.000 buah tersebut
merupakan salah satu kampanye mendukung protokol
COVID-19 dan sosialisasi “Sawit Sehat”.
7 SEPTEMBER
SEPTEMBER 7
BPDPKS mengumumkan peserta penerima Beasiswa
Sawit Indonesia website www.bpdp.or.id dan www.
alpensi.ac.id. Program Beasiswa Sawit merupakan
salah satu bentuk program Pengembangan Sumber
Daya Manusia Perkebunan Kelapa Sawit yang
pendanaannya didukung oleh BPDPKS.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Handing over of hand sanitizer made from palm oil in
collaboration with BPDPKS and the Research Center
for Surfactants and Bioenergy LPPM IPB at 10 Public
Service Agency Hospitals of the Ministry of Finance in
the Greater Jakarta area. The 10,000 hand sanitizers are
one of the campaigns to support the COVID-19 protocol
and the socialization of “Healthy Palm Oil”.
BPDPKS announced the recipients of the Indonesian
Palm Oil Scholarship on the websites www.bpdp.
or.id and www.alpensi.ac.id. The Palm Oil Scholarship
Program is a form of Palm Oil Plantation Human
Resource Development program whose funding is
supported by BPDPKS.
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1 OKTOBER
OCTOBER 1
BPDPKS berkerjasama dengan Pusat Ekonomi dan
Bisnis Syariah, Fakultas Ekonomi dan Bisnis Universitas
Indonesia (UI) meluncurkan program Pengembangan
Potensi Santripreneur Berbasis UKMK Sawit Sebagai
Program Pemberdayaan Ekonomi Daerah. Peluncuran
program tersebut diresmikan oleh Wakil Presiden
Ma’ruf Amin yang juga merupakan Ketua Dewan
Syariah Nasional Majelis Ulama Indonesia (MUI) dalam
sebuah kegiatan yang digelar secara online melalui
media telekonferensi di Jakarta, Kamis (1/10/2020).
20 OKTOBER
OCTOBER 20
BPDPKS menyelenggarakan Pekan Riset Sawit
Indonesia (Perisai) yang mempertemukan para peneliti
di bidang kelapa sawit dengan pelaku usaha nasional.
Kegiatan tersebut digelar secara online melalui forum
Webinar.
100
Profil BPDPKS
BPDPKS Profile
BPDPKS in collaboration with the Sharia Economics and
Business Center, Faculty of Economics and Business,
Universitas Indonesia (UI) launched the Santripreneur
Potential Development Program Based on Palm Oil
SMEs as a Regional Economic Empowerment Program.
The launch of the program was inaugurated by Vice
President, Ma'ruf Amin, who is also the Chairman of
the National Sharia Council of the Indonesian Ulema
Council (MUI) in an activity held online through
teleconference media in Jakarta, Thursday (1/10/2020).
BPDPKS organizes the Indonesian Palm Oil Research
Week (Perisai) which brings together researchers in the
palm oil sector with national business actors. The event
was held online through Webinar.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
21-22 OKTOBER
OCTOBER 21-22
BPDPKS menggelar Fellowship Journalist Batch II.
Kegiatan yang dilaksanakan secara virtual tersebut
dibuka oleh Direktur Utama Badan Pengelola
Dana Perkebunan Kelapa Sawit (BPDPKS), Eddy
Abdurrachman.
22 OKTOBER
OCTOBER 22
BPDPKS bekerja sama dengan Metro TV dengan
menayangkan secara langsung pada Program Prime Talk di
tanggal 22 Oktober 2020 Pkl. 19.00 – 20.00 WIB. Acara ini
menginformasikan tentang apa saja hasil riset dan inovasi
yang dihasilkan dalam program riset BPDPKS dan bagaimana
hasil riset dan inovasi tersebut dapat diimplementasikan
dalam industri sawit Indonesia.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS held a Journalist Fellowship Batch II. The
virtual activity was opened by the President Director
of Badan Pengelola Dana Perkebunan Kelapa Sawit
(BPDPKS), Eddy Abdurrachman.
BPDPKS collaborates with Metro TV by broadcasting live on
the Prime Talk Program on October 22, 2020 at 19.00 – 20.00
WIB. This event informs about the results of research and
innovations produced in the BPDPKS research program and
how the results can be implemented in the Indonesian palm
oil industry.
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2020 Performance Highlights Management Report
22 OKTOBER
OCTOBER 22
BPDPKS bekerjasama dengan Asosiasi Lembaga Pendidikan
dan Pelatihan Sawit Indonesia (ALPENSI) menyelenggarakan
seleksi mahasiswa penerima beasiswa sawit. Sebanyak 655
mahasiswa mendapatkan beasiswa kelapa sawit dari BPDPKS
yang terbagi pada 6 lembaga pendidikan.
1 NOVEMBER
NOVEMBER 1
Akademi Komunitas Perkebuan Yogyakarta (AKPY-
Stiper) menyelenggarakan acara wisuda Angkatan
ke-2 Ahli Pratama Kelapa Sawit, Program Beasiswa
Diploma I BPDPKS secara online, pada Senin (1
November 2020). Acara wisuda tersebut dilakukan
bagi 298 mahasiswa yang berasal dari 21 propinsi di
Indonesia, dan juga diikuti oleh pihak Yayasan, BPDPKS,
Asosiasi, Perusahaan, Pemerintah Daerah (Pemda),
Wali Mahasiswa serta undangan lainnya.
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Profil BPDPKS
BPDPKS Profile
BPDPKS in collaboration with the Association of Indonesian
Palm Oil Education and Training Institutions (ALPENSI) held
a selection of students receiving palm oil scholarships. A total
of 655 students received oil palm scholarships from BPDPKS
which were divided into 6 educational institutions.
Akademi Komunitas Perkebuan Yogyakarta (AKPY-
Stiper) held an online graduation ceremony for the 2nd
batch of Palm Oil Primary Experts, BPDPKS Diploma I
Scholarship Program, on Monday (November 1, 2020).
The graduation ceremony was held for 298 students
from 21 provinces in Indonesia, and was also attended
by the Foundation, BPDPKS, Associations, Companies,
Local Government, Student Guardians, and other
invitees.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
14
NOVEMBER
NOVEMBER 14
Kunjungan Direktur Utama BPDPKS Eddy
Abdurrachman ke Agro Tecno Park Kampus IPB
Taman Kencana. BPDPKS telah melakukan kerjasama
Penelitian dengan IPB dan perguruan tinggi serta
Lembaga litbang lain sejak tahun 2015 sampai dengan
sekarang. Dari total 202 kegiatan litbang yang sudah
dan sedang didanai BPDPKS, sebanyak 30 kegiatan
penelitian dengan berbagai topik terkait sawit yang
telah dan sedang dilakukan oleh Peneliti dari IPB
dengan dana penelitian lebih dari 60 Milyar dengan
keluaran beberapa rekomendasi kebijakan, publikasi
ilmiah baik dalam dan luar negeri dan 5 paten.
21 NOVEMBER
NOVEMBER 21
BPDPKS menyelenggarakan Palm Oil EduTalk 2020
guna melawan kampanye negatif dengan menggandeng
ekosistem pendidikan nasional untuk turut berperan dalam
upaya meluruskan fakta-fakta obyektif tentang sawit di
masyarakat. Melalui penjelasan yang benar, informasi yang
akurat serta pembahasan komprehensif sejak dari bangku
sekolah, baik dari tingkat SD, SMP dan SMA, para pendidik
diharapkan dapat membuka peluang untuk para siswanya
dapat mengenal dan memahami cara kerja industri sawit
secara lebih obyektif.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
The visit of the President Director of BPDPKS, Eddy
Abdurrachman, to Agro Tecno Park, IPB Taman
Kencana Campus. BPDPKS has conducted research
collaborations with IPB, universities, and other R&D
institutions since 2015 until present. From a total of
202 R&D activities that have been, and are currently
being funded by BPDPKS, as many as 30 research
activities with various topics related to palm oil have
been, and are being carried out by Researchers from
IPB with research funds of more than 60 billion with the
output of several policy recommendations, scientific
publications both domestic and foreign and 5 patents.
BPDPKS held Palm Oil EduTalk 2020 to fight negative
campaigns by cooperating with the national education
ecosystem to play a role in efforts to straighten out objective
facts about palm oil in the community. Through correct
explanations, accurate information and comprehensive
discussions since school, from elementary, junior high,
and high school levels, educators are expected to open
up opportunities for their students to get to know and
understand the workings of the palm oil industry more
objectively.
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4 DESEMBER
DECEMBER 4
BPDPKS menyampaikan Kebijakan dan Strategi
Pengembangan Industri Kelapa Sawit Indonesia pada
kegiatan IPOC 2020. Seperti diketahui, sawit sebagai
komoditas yang paling produktif, menyumbang kurang
lebih 42% dari total supply minyak nabati dunia, seiring
dengan permintaannya yang terus meningkat dari
tahun ke tahun pertumbuhan demand minyak nabati
dunia meningkat rata-rata sebesar 8,5juta MT setiap
tahun.
8 DESEMBER
DECEMBER 8
Penyesuaian Tarif Pungutan Ekspor untuk Mendukung
Industri Kelapa Sawit Berkelanjutan. Pemerintah
melalui Menteri Keuangan telah menyesuaikan tarif
pungutan ekspor produk kelapa sawit sesuai Peraturan
Menteri Keuangan Nomor: 191/PMK.05/2020 tentang
Perubahan Peraturan Menteri Keuangan Nomor: 57/
PMK.05/2020 tentang Tarif Badan Layanan Umum
BPDPKS. Dasar pertimbangan penyesuaian tarif
layanan pungutan ekspor adalah tren positif harga CPO,
dan keberlanjutan pengembangan layanan dukungan
pada program pembangunan industri sawit nasional.
104
Profil BPDPKS
BPDPKS Profile
BPDPKS conveyed the Policy and Strategy for the
Development of the Indonesian Palm Oil Industry
at the IPOC 2020. As is known, palm oil as the most
productive commodity, contributes approximately 42%
of the total world supply of vegetable oil, in line with
its demand which continues to increase each year. The
world's vegetable crops increase by an average of 8.5
million MT every year.
Adjustment of Export Levy Tariffs to Support the
Sustainable Palm Oil Industry. The government
through the Minister of Finance has adjusted the
export levy tariff for palm oil products in accordance
with the Regulation of the Minister of Finance No. 191/
PMK.05/2020 regarding Amendment to the Regulation
of the Minister of Finance No. 57/PMK.05/2020
regarding the Tariff of BPDPKS Public Service Agency.
The basis for consideration of adjusting the tariff for
export levies is the positive trend in CPO prices, and the
sustainability of the development of support services
in the national palm oil industry development program.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
17 DESEMBER
DECEMBER 17
BPDPKS menyelenggarakan media gathering di akhir
tahun 2020 dimana dirut BPDPKS menyampaikan
capaian dan kinerja BPDPKS serta upaya-upaya untuk
mewujudkan Industri Sawit Berkelanjutan melalui
Integrasi Program Pengembangan Sektor Hulu dan
Hilir. Di tengah Covid-19 yang melanda seluruh negeri,
BPDPKS berkomitmen untuk tetap menjalankan seluruh
program penguatan industri sawit. Dalam menjalankan
fungsinya BPDPKS memiliki tiga fokus utama rencana
strategis dalam upaya mendorong kinerja industri
sawit Indonesia, yaitu: perbaikan kesejahteraan petani,
stabilisasi harga CPO, dan penguatan industri hilir.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS held a media gathering at the end of 2020
where the president director of BPDPKS conveyed the
achievements and performance of BPDPKS as well as
efforts to realize a Sustainable Palm Oil Industry through
the Integration of Upstream and Downstream Sector
Development Programs. In the midst of Covid-19 that has
hit the entire country, BPDPKS is committed to continuing
to carry out all programs to strengthen the palm oil
industry. In carrying out its functions, BPDPKS has three
main focuses of strategic plans in an effort to encourage
the performance of Indonesian palm oil industry, namely:
improving the welfare of farmers, stabilizing CPO prices,
and strengthening the downstream industry.
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Badan Layanan
Services Agency Support
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Sumber Daya Manusia

Human Resources
Sumber Daya Manusia (SDM) merupakan salah satu aspek terpenting dalam
pengembangan organisasi serta menjadi aset utama yang perlu dikelola dan
dikembangkan secara berkelanjutan dengan metode yang tepat, efektif, dan
efisien. Dalam mengelola Sumber Daya Manusianya BPDPKS menerapkan
metode pendekatan Human Capital Management, metode ini merupakan
upaya peningkatan kualitas SDM yang dimiliki BPDPKS sehingga mampu
meningkatkan kemampuan dan kapasitas SDM dalam menghadapi tuntutan
perkembangan organisasi di masa mendatang.
Human Resources (HR) is one of the most important aspects in the development of the company and
is the main asset that needs to be managed and developed sustainably with appropriate, effective,
and efficient methods. In managing its Human Resources, BPDPKS implements the Human Capital
Management approach, this method is an effort to improve the quality of BPDPKS HR so that it
is able to increase the ability and capacity of HR in facing the demands of the Company's future
development.

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Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Struktur Pengelola SDM HR Management Structure

Berdasarkan Peraturan Menteri Keuangan Nomor
113/PMK.01/2015, pengelolaan fungsi SDM BPDPKS
dilakukan oleh Divisi Sumber Daya Manusia & Umum
yang bertanggung jawab langsung kepada Direktorat
Keuangan, Umum, Kepatuhan dan Manajemen Risiko.
Struktur Pengelola SDM BPDPKS tahun 2020 adalah
sebagai berikut:
Based on the Minister of Finance Regulation No. 113/
PMK.01/2015, the HR management function in the
BPDPKS is carried out by the Human Resource &
General Affairs Division, which is directly responsible to
the Directorate of Finance, General Affairs, Compliance,
and Risk Management. BPDPKS's HR Management
Structure is as follows:

Direktorat Keuangan, Umum, Divisi Sumber Daya Manusia

Direktur Utama Kepatuhan & Manajemen Risiko dan Umum
President Director Directorate of Finance, General Affairs, Division of Human Resources
Compliance, and Risk Management and General Affairs

Profil Pegawai BPDPKS BPDPKS Employees Profile

Jumlah Pegawai BPDPKS
Number of BPDPKS Employees

Keterangan Pertumbuhan YoY (%)

2020 2019 2018
. Description . Growth YoY (%)

Jumlah Karyawan | Number of Employees (4,44) 86 90 93

Komposisi Pegawai Berdasarkan Tingkat Pendidikan

Employee Composition Based on Education Level

Pendidikan | Education (%) Persentase | Percentage 2020 2019 2018

S3 1,2% 1 1 1

S2 25,6% 22 23 24

S1 58,1% 50 56 58

D3 8,1% 7 5 5

D2 1,2% 1 1 1

D1 3,5% 3 1 1

SMA 2,3% 2 3 3

Total 100,0% 86 90 93

*disajikan kembali | restated

Komposisi Pegawai Berdasarkan Level Organisasi

Employee Composition Based on Organizational Level

Jabatan | Position (%) Persentase | Percentage 2020 2019 2018

Direksi | Board of Directors 5,8% 5 5 5

Kepala Divisi | Head of Division 10,5% 9 8 14

Staf | Staff 83,7% 72 77 74

Total 100,0% 86 90 93

*disajikan kembali | restated

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2020 Performance Highlights Management Report BPDPKS Profile

Komposisi Pegawai Berdasarkan Usia

Employee Composition Based on Age

Usia | Age (%) Persentase | Percentage 2020 2019 2018

< 30 tahun | years old 22,1% 19 30 31

31-40 tahun | years old 50,0% 43 35 36

41-50 Tahun | years old 15,1% 13 12 12

51-60 Tahun | years old 11,6% 10 11 12

>60 Tahun | years old 1,2% 1 2 2

Total 100,0% 86 90 93

*disajikan kembali | restated

Komposisi Pegawai Berdasarkan Status Kepegawaian

Employee Composition Based on Employment Status

Status (%) Persentase | Percentage 2020 2019 2018

Pegawai Tetap 100,0% 86 90 93
. Permanent Employees

Pegawai Kontrak Magang 100,0% 22 5 1

. Intern Contract Employees

Total 100,0% 108 95 94

*disajikan kembali | restated

Komposisi Pegawai Berdasarkan Gender

Employee Composition Based on Gender

Gender (%) Persentase | Percentage 2020 2019 2018

Laki-laki | Male 66,3% 57 58 59

Perempuan | Female 33,7% 29 32 34

Total 100,0% 86 90 93

*disajikan kembali | restated

Kesempatan yang Sama kepada Equal Opportunity for Employees

Pegawai
BPDPKS senantiasa menjunjung kesetaraan dalam
proses seleksi dan penyaringan sumber daya manusia
dengan memberikan kesempatan yang sama kepada
seluruh pelamar tanpa terkecuali untuk menjadi calon
pegawai yang profesional tanpa melihat perbedaan
suku,agama, ras, golongan, gender atau kondisi fisik
calon pegawai, mulai dari proses penerimaan pegawai,
pelaksanaan dan pembagian tugas yang adil dan
profesional, hingga pemberian kompensasi.
BPDPKS continuously upholds equality in the
selection and screening process of human resources
by providing equal opportunities to all applicants
regardless of ethnicity, religion, race, class, gender, or
physical condition of prospective employees. This is
conducted starting from the recruitment process, a fair
and professional implementation and division of tasks,
to the provision of compensation.

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BPDPKS berkomitmen untuk menjamin tidak adanya
tindak diskriminasi dalam lingkungan kerja, sehingga
BPDPKS mampu menciptakan perlakuan yang adil dan
jujur dalam mendorong pegawai sesuai dengan potensi,
kemampuan, pengalaman dan keterampilan masing-
masing untuk mencapai kinerja yang maksimal. Dengan
demikian BPDPKS telah berusaha melaksanakan
proses pengelolaan SDM yang berdasar pada aspek
kemampuan (competency) dan kinerja (performance)
yang sejalan dengan aspek keadilan (fairness).
Proses Rekrutmen yang Berkualitas
BPDPKS melaksanakan proses rekrutmen yang
bertujuan untuk mendapatkan pegawai yang berkualitas
dan berkompeten yang sejalan dengan Rencana Bisnis
Anggaran BPDPKS. BPDPKS senantiasa berupaya
menempatkan setiap orang di tempat dan fungsi yang
tepat, sehingga dapat menciptakan sumber daya
manusia berkualitas dan terus berkembang secara
berkelanjutan. Kebijakan BPDPKS mengenai proses
rekrutmen telah diatur dalam Standar Operasional
Prosedur Nomor SOP-28/DPKS.1.2/2019 bulan
September 2019 tentang Standar Operasional Prosedur
Rekrutmen, Seleksi, dan Penempatan Pegawai.
Proses Rekrutmen yang dilaksanakan BPDPKS bersifat
terbuka serta menjunjung tinggi asas profesionalisme
yang dilakukan dengan berdasar kepada analisa
kebutuhan pegawai. BPDPKS membuka kesempatan
yang sama bagi seluruh kandidat tanpa membedakan
suku, agama, ras maupun gender selama memenuhi
persyaratan yang telah ditetapkan.
Adapun proses rekrutmen sebagai berikut:
1. Penyusunan kebutuhan pegawai berdasarkan
analisis beban kerja
2. Pembentukan panitia seleksi
3. Penunjukan / bekerja sama dengan pihak ketiga
penyelenggara rekrutmen
4. Pengumuman di surat kabar nasional dan website
kantor
5. Verifikasi / seleksi administrasi
6. Tes Tertulis assessment
7. Tes wawancara oleh Direksi
8. Pengumuman kelulusan
9. Penetapan
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS is committed to ensuring that there are no
acts of discrimination in the work environment, so that
BPDPKS is able to create fair and honest treatment in
encouraging employees according to their respective
potential, abilities, experience, and skills to achieve
maximum performance. Thus, BPDPKS has tried to
implement a human resource management process
based on aspects of competence and performance that
are in line with aspects of fairness.
Qualified Recruitment Process
BPDPKS carries out a recruitment process that aims to
obtain qualified and competent employees in line with
the BPDPKS Budget Business Plan. BPDPKS always
strives to place everyone in the right place and function,
so as to create quality human resources and continue
to develop in a sustainable manner. The BPDPKS policy
regarding the recruitment process has been regulated
in Standard Operating Procedure No. SOP-28/
DPKS.1.2/2019 in September 2019 regarding Standard
Operating Procedures for Recruitment, Selection, and
Placement of Employees.
BPDPKS recruitment process is open and upholds the
principle of professionalism which is carried out based
on an analysis of employee needs. BPDPKS opens
equal opportunities for all candidates regardless of
ethnicity, religion, race or gender as long as they meet
the requirements that have been set.
As for the recruitment process are as follows:
1. Preparation of employee needs based on workload
analysis
2. Formation of the selection committee
3. Appointment/collaboration with third party
recruitment organizers
4. Announcements in national newspapers and office
websites
5. Administration verification/selection
6. Assessment Written Test
7. Interview test by the Board of Directors
8. Admission Announcement
9. Stipulation
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2020 Performance Highlights Management Report BPDPKS Profile

Sistem Manajemen Kinerja BPDPKS Performance

BPDPKS
Dalam rangka melakukan evaluasi produktivitas kinerja
pegawai, BPDPKS melakukan penilaian atas pencapaian
kinerja pegawai. Sebagai pedoman dalam mengukur
pencapaian kinerja pegawai dalam rangka mencapai
tujuan BPDPKS secara efektif dan efisien, BPDPKS
telah menetapkan Sistem Manajemen Kinerja berbasis
digital dengan menggunakan aplikasi E-Performance.
Pengukuran kinerja di BPDPKS dilaksanakan
berdasarkan prinsip obyektivitas dan keadilan. Sistem
penilaian yang dibentuk melalui aplikasi E-Performance
ini akan dapat diketahui pegawai dengan kinerja yang
tinggi dengan pegawai dengan kinerja yang rendah.
Penilaian kinerja mengukur pencapaian pegawai
terhadap target individu yang merupakan turunan
dari sasaran/target BPDPKS. Target individu pegawai
ditetapkan atasan langsung di awal tahun, sebagai
turunan dari target/sasaran atasannya dan sesuai dengan
Key Performance Indicator (KPI) Direktorat. Kebijakan
mengenai Penilaian Kinerja Pegawai ditetapkan dalam
Keputusan Direktur Utama Nomor KEP-608/DPKS/2019
tanggal 31 Desember 2019 tentang Sistem Pengelolaan
Kinerja di Lingkungan Badan Pengelola Dana
Perkebunan Kelapa Sawit. Tahapan Penilaian Kinerja
Pegawai BPDPKS adalah sebagai berikut:
Management System
In order to evaluate employee performance productivity,
BPDPKS evaluates employee performance achievements.
As a guideline for measuring employee performance
achievement in order to attain BPDPKS goals effectively
and efficiently, BPDPKS has established a digital-
based Performance Management System using the
E-Performance application. Performance measurement in
BPDPKS is carried out based on the principles of objectivity
and fairness. TThe assessment system formed through
the E-Performance application will be able to identify
employees with high performance and employees with
low performance. Performance appraisal measures the
achievement of workers against individual targets which are
derivatives of BPDPKS targets. Individual employee targets
are set with superiors at the beginning of the year, as a
derivative of the targets of their superiors, and in accordance
with the Directorate's Key Performance Indicators (KPI).
The policy regarding Employee Performance Assessment
is stipulated in the President Director's Decree No. KEP-
608/DPKS/2019 dated December 31, 2019 regarding the
Performance Management System within Badan Pengelola
Dana Perkebunan Kelapa Sawit environment. The stages
of BPDPKS Employee Performance Assessment are as
follows:

Pegawai menyampaikan KK Atasan langsung menyetujui

Masing-masing pegawai
dan melakukan pembahasan KK dan penandatanganan
menyusun Kontrak Kerja
dengan atasan langsung bersama pegawai
Each employee prepares a
Employee submits the KK and Supervisor approves the KK and
Performance Contract (KK)
discuss directly with supervisor sigra it with the employee

Atasan langsung melakukan Pegawai melakukan input KK

Setiap triwulan, pegawai
menyusun dan laporan capaian
kinerja untuk direview dan
ditandatangani oleh kedua
belah pihak
Every quarter, employees arrange
and performance achievement
report to be reviewed and signed
by both parties
monitoring dan evaluasi atas ke aplikasi e-performance
realisasi dari KK pegawai Employee input KK to
Supervisor directly monitors e-performance application
and evaluates the realization of
employee's KK
Laporan capaian kinerja menjadi dasar pemberian insentif kinerja
Performance achievement report is the for providing performance incentives

Hasil penilaian menjadi dasar pertimbangan pimpinan
pemberian reward dan pengembangan karir pegawai
seperti promosi, rotasi, peningkatan remunerasi dan
sebagainya, juga menjadi dasar pemberian punishment
seperti surat peringatan, penundaan kenaikan grading,
demosi, penurunan grading sampai pemutusan
hubungan kerja.
The results of the assessment become the basis for
deliberation for giving rewards and employee career
development such as promotions, rotations, increasing
remuneration and so on, as well as being the basis
for giving punishments such as warning letters,
postponement of promotions, demotions, transfers, to
termination of employment.

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Program Pengembangan Competency Development

Kompetensi
Program pengembangan kompetensi BPDPKS telah
disusun dengan sangat terencana, sistematis dan
terfokus yang sejalan dengan upaya perkembangan
bisnis BPDPKS. Program pendidikan dan pelatihan
(Diklat) merupakan salah satu program pengembangan
kompetensi utama yang telah dilaksanakan oleh
BPDPKS secara konsisten guna mendukung proses
pemeliharaan dan peningkatan kualitas SDM.
Setiap pegawai BPDPKS diharuskan untuk memiliki
kemampuan, keahlian, dan kompetensi yang baik serta
sesuai dengan kebutuhan posisi jabatannya.
Program
The BPDPKS competency development program has
been prepared in a very well-planned, systematic, and
focused manner in line with the BPDPKS business
development measures. The education and training
program are one of the main competency development
programs that has been consistently implemented by
BPDPKS to support the process of maintaining and
improving the quality of HR. Every BPDPKS employee is
required to have good ability, expertise, and competence
in accordance with the needs of their position.

Sebagai upaya peningkatan kemampuan dan
keterampilan kerja, BPDPKS memberikan kesempatan
kepada setiap pegawai yang telah memenuhi
syarat untuk mengikuti pendidikan/pelatihan yang
dilaksanakan baik di dalam maupun luar negeri, yang
berupa pendidikan dan pelatihan (diklat), bimbingan
teknis (bimtek), seminar dan sejenisnya sesuai
dengan tupoksi yang ada pada masing-masing unit
(Direktorat dan Divisi). Selama tahun 2020, BPDPKS
telah melaksanakan pelatihan dan pengembangan
kompetensi bagi pegawai, sebagai berikut:
As an effort to improve ability and work skills, BPDPKS
provides opportunities for every employee who has
met the requirements to take part in education/training
carried out both at domestically and abroad, in the
form of education and training, technical guidance,
seminars and the like in accordance with the main tasks
and functions in each unit (Directorate and Division).
Throughout 2020, BPDPKS has carried out training and
competency development for employees, as follows:

Triwulan I
. Quarter I

Kegiatan Tanggal Tempat Nomor ST Peserta

No
. Activity . Date . Venue . ST Number . Participants

1 Pelatihan dan Sertifikasi ISO 31000 Pelatihan 17 - 20 Februari Bandung ST-3/ Mina Hidayah,
Series 1: ERM Fundamentals 2020 DPKS.1/2020 Aldi Bahana Prasetya
ISO 31000 Series 1 Training and
. Sertifikasi 21 Februari 2020
Certification: ERM Fundamentals . Training February 17 – 20, 2020
. Certification February 21, 2020

2 FGD Progress Uji Pemanfaatan B30 23 - 24 Januari 2020 Hotel Aviary ST-8/ Neila Amelia,
untuk Mesin Diesel pada Mesin . January 23-24, 2020 . Tangerang Selatan DPKS.4/2020 Aulia Rinaldy
Pertanian
FGD Progress Test of B30 Utilization for
.

Diesel Engines on Agricultural Machinery

3 Sosialisasi Implementasi B30 27 - 28 Januari 2020 Hotel Novotel ST-12/ Maghfirani

. Socialization of B30 Implementation . January 27-28, 2020 Tangerang DPKS.4/2020

4 FGD Draft Buku Pedum Penanganan 20 Februari 2020 Hotel Aviary ST-20/ Khairunnisa Yushardi
dan Penyimpanan B30 . February 20, 2020 Bintaro DPKS.4/2020
FGD Draft Guidelines for Handling and
.

Storage of B30

5 Breakfast Briefing Fileditas 31 Januari 2020 Little League, ST-5/ Rahmat Dwi Septian,
Instituite . January 31, 2020 Senopati DPKS.2/2020 Fitriani,
. Fidelitas Institute's Breakfast Briefing Andi Dwi Novi

6 Seminar 3-MCPD dan GE oleh 7 Februari 2020 Hotel Grand ST-16/ Maya Rianty
CPOPC . February 7, 2020 Sahid Jaya DPKS.4/2020
. Seminar 3-MCPD and GE by CPOPC

7 Workshop Governance, Risk & 7 Februari 2020 Jakarta ST-10/ Gelly Susantry
Compliance (GRC) and Three Line of . February 7, 2020 DPKS.1/2020
Defence (TLD)
Workshop on Governance, Risk &
.

Compliance (GRC) and Three Lines of

Defense (TLD)

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Triwulan I
. Quarter I

Kegiatan Tanggal Tempat Nomor ST Peserta

No
. Activity . Date . Venue . ST Number . Participants

8 Lokakarya Control Berbasis COSO 2 - 3 Maret 2020 Kantor Dewan ST-23/ Zulkifly
. COSO Based Control Workshop . March 2-3, 2020 Sertifikasi DPKS/2020
Qualifed
9 Lokakarya Standar Audit & Kode 4 - 5 Maret 2020 Internal Auditor
Etik Profesi (IPPF) . March 4-5, 2020
Workshop on Auditing Standards &
.

Professional Code of Ethics (IPPF)

10 FGD Hasil Uji Terap B30 pada 12 Maret 2020 Hotel Santika ST-9/ Rhesa Adriansyah,
Angkatan Laut . March 12, 2020 Premiere Bintaro DPKS.2/2020 Akbar Dewantoro
FGD Results of B30 Applied Tests in the
.

Navy

Triwulan III
. Quarter III

11 Sosialisasi PMK No. 196/ 12 Agustus 2020 BPDPKS ST-30/ TB. Oka Prawira,
PMK.01/2019 tentang Pedoman . August 12, 2020 DPKS.1/2020 Nur Apria Hidayati,
Kearsipan di Lingkungan Linda Sitanandra,
Kementerian Keuangan dan Bimtek Nanin Dwi Rinawati,
Pengelolaan Arsip Aktif Aldi Bahana P,
PMK Socialization No. 196/PMK.01/2019
. Fitriani,
regarding Archives Guidelines in the Akbar Dewantoro,
Ministry of Finance and the Technical Rizda Wulan Suciwati,
Guidance for Active Archive Management Sarah Isnania
Cendana,
Aurora Rizkika,
Dewi Anggraeni,
Rangga Rahmananda,
Fitriyah,
Maya Riyanti,
Nathasya Nadia F,
Dedi Ikhsan,
Yulisa Nurliyasari,
Yulitta Amy Ardhani,
Akhmad Nurdin,
Zulkifly

12 Pendidikan Sertifikasi Quality 20 Juli - 1 Agustus 2020 ST-46/ Edy Sucipto,

Internal Auditor (QIA) dan
. DPKS/2020 Zulkifly
Quality Internal Auditor (QIA) Certification
. 24 Agustus - 2 September 2020
.

Education July 20 – August 1, 2020 and

.

August 24 – September 2, 2020

13 Pelatihan Bidang Hukum Legal 13 - 14 Agustus 2020 BPDPKS ST-31/ Moch. Anang Iswanto,
Draftting dan Kontrak Drafting . August 13-14, 2020 DPKS.1/2020 Handoko,
Legal Drafting and Contract Drafting
. Wahyu Hidayat
Legal Training Pratama,
Gelly Susantry,
Julia Rahmi,
Mina Hidayah,
Hosea Reno,
Soraya Lesika Harlan,
Ira Usdiana

14 Pelatihan Sekretaris 6 - 7 Agustus 2020 BPDPKS Meliana Meling,

. Secretary Training . August 6-7, 2020 Andi Dwi Novianti

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Pengembangan Kompetensi Karyawan Berdasarkan Jenis Pelatihan

. Employee Competency Development Based on the Type of Training

Jenis Pelatihan Jumlah Pelatihan Jumlah Peserta

. Training Type . Number of Training . Number of Participant

Pelatihan | Training 7 17

Sertifikasi | Certification 2 4

Total 9 21

Program Kesejahteraan Pegawai Employee Welfare Program

BPDPKS berupaya untuk memenuhi kesejahteraan BPDPKS strives to fulfill employee welfare through
pegawai melalui beberapa aspek antara lain : several aspects, including:
1. Gaji 1. Salary
2. Tunjangan 2. Allowance
3. Bonus 3. Bonus
4. Jaminan kesehatan 4. Health insurance

Program Pensiun Retirement Program

BPDPKS telah melaksanakan program pensiunnya dengan
baik dan adil, dengan mengikutsertakan pegawainya
yang memasuki masa pensiun untuk mengikuti kegiatan
pelatihan persiapan pensiun. Pelatihan tersebut dapat
direkomendasikan kepada pegawai yang bersangkutan
sebagai bekal setelah tidak bekerja di BPDPKS. Selama
tahun 2020, tidak terdapat pegawai BPDPKS yang
memasuki masa pensiun.
BPDPKS has implemented its retirement program
appropriately and fairly, by involving its employees
who are entering retirement age to participate
in retirement preparation training activities. The
training can be recommended to the employee
concerned as a provision after no longer working at
BPDPKS. During 2020, there were no employees of
BPDPKS who entered retirement.

Tingkat Perpindahan (Turnover) Employee Turnover Rate

Pegawai
Tingkat perpindahan pegawai yang keluar dari
BPDPKS dengan berbagai sebab antara lain
pengunduran diri secara sukarela, kinerja di bawah
target, pelanggaran disiplin, dan pensiun serta mutasi/
pindah tugas. Berikut adalah tabel turnover BPDPKS
selama tahun 2020:
The rate of employee turnover who depart BPDPKS
for various reasons, including voluntary resignation,
below-target performance, indiciplinary, retirement,
and job transfers. The following are the BPDPKS
employee turnover table for 2020:

Tingkat Perpindahan (Turnover ) Pegawai

. Employee Turnover Rate

Jumlah Perputaran Pegawai | Total Employee Turnover 2020 2019 2018

Atas permintaan sendiri | At their own request 2 2 4

Kinerja di bawah target | Performance below target - - -

Pindah tugas / mutase | Moving assignment/transfer 6 - 4

Pelanggaran disiplin | Indiciplinary - - -

Pensiun | Retiring - 2 -

Sebab lain | Other Causes - - 1

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2020 Performance Highlights Management Report BPDPKS Profile

Pendidikan dan/atau Pelatihan Dewan Pengawas, Direksi,

Komite Audit, Divisi Perusahaan, Satuan Pemeriksa
Internal dan Divisi Kepatuhan & Manajemen Risiko
Education and/or Training of the Supervisory Board, Board of Directors,
Audit Committee, Corporate Division, Internal Audit Unit, and Compliance
& Risk Management Division

Pelatihan Dewan Pengawas Supervisory Board Training 2020

Tahun 2020
Selama tahun 2020 Dewan Pengawas telah mengikuti Throughout 2020, the Supervisory Board has attended
pelatihan/ seminar/ workshop antara lain: training/seminars/workshops, including:

Pelatihan Dewan Pengawas Tahun 2020

. Supervisory Board Training 2020

Kegiatan Tanggal Tempat Penyelenggara

No
. Activity . Date . Venue . Organizer

1 Capacity Building BPDPKS 20-23 Januari 2020 Yogyakarta BPDPKS

. January 20-23, 2020

2 Pembahasan prospek pengadaan bibit sawit 29 Februari – 2 Maret Medan -

Program Sawit Rakyat (PSR) 2020
Discussion on the prospect of procuring palm oil
. . February 29 – March 2, 2020
seeds for the People's Palm Oil Program (PSR)

3 Seminar nasional “Kemitraan: Kunci Sukses 9-10 Maret 2020 Medan ASPEKPIR
Sejahterakan Petani Sawit . March 9-10, 2020
National seminar “Partnership: Key to Success for
.

Prospering Palm Oil Farmers

4 Focus Group Discussion (FGD) Pemberian 11-13 Maret 2020 Yogyakarta -

Dana Pendidikan (Beasiswa) BPDPKS . March 11-13, 2020
Focus Group Discussion (FGD) Provision of
.

Education Funds (Scholarships) BPDPKS

5 “The 5th Edition of Pakistan Edible Oil 10-12 Januari 2020 Karachi, Pakistan Indonesa-Pakistan Palm
Conference (PEOC) . January 10-12, 2020 Oil Joint Committee (IP
JPOC)

6 Pembahasan Kebijakan subsidi program B30 12 Mei 2020 Zoom Meeting

. Discussion on B30 program subsidy policy . May 12, 2020

7 Digital Sawit 4 Juni 2020 Zoom Meeting

. June 4, 2020

8 Fellowship Journalist 29 Juni 2020 Zoom Meeting

. June 29 2020

Pelatihan Komite Audit Tahun Audit Committee Training 2020

2020
Selama tahun 2020 Komite Audit belum mengikuti Throughout 2020, the Audit Committee has not
pelatihan/ seminar/ workshop. attended any training/seminar/workshop.

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Pelatihan Direksi Tahun 2020 Board of Directors Training 2020

Selama tahun 2020 Direksi belum mengikuti pelatihan/ Throughout 2020, the Board of Directors has not
seminar/ workshop. attended any training/seminar/workshop.

Pelatihan Satuan Pemeriksa Internal Audit Unit Training 2020

Internal Tahun 2020
Selama tahun 2020 Satuan Pemeriksa Internal telah Throughout 2020, the Internal Audit Unit has attended
mengikuti pelatihan/ seminar/ workshop antara lain: training/seminars/workshops, including:

Pelatihan Satuan Pemeriksa Internal Tahun 2020

. Internal Audit Unit Training 2020

Kegiatan Tanggal Tempat Penyelenggara

No
. Activity . Date . Venue . Organizer

1 ISO 31000 Risk Management 1 - 3 Desember 2020 Virtual Meeting ERMAP

. December 1 - 3, 2020

2 QIA Audit Internal Lanjutan 20 Juli – 1 Agustus YPIA Yayasan Pendidikan

. Advanced Internal Audit QIA 2020 Internal Auditor (YPIA)
. July 20 – August 1 2020

3 Pengendalian Gratifikasi 11 Desember Virtual Meeting KPK

. Gratification Control . December 11

4 Whistle Blower dan Perlindungan terhadap Pelapor 4 Desember 2020 Virtual Meeting IBI
. Whistle Blower and Whistleblower Protection . December 4, 2020

Pelatihan Divisi Manajemen Risk Management Division

Risiko Tahun 2020 Training 2020
Selama tahun 2020 Divisi Manajemen Risiko telah Throughout 2020, the Risk Management Division has
mengikuti pelatihan/ seminar/ workshop antara lain: attended training/seminars/workshops, including:

Pelatihan Divisi Manajemen Risiko Tahun 2020

. Risk Management Division Training 2020

Kegiatan Tanggal Tempat Penyelenggara

No
. Activity . Date . Venue . Organizer

1 Enterprise Risk Management Associate Pelatihan 17 - 20 Februari 2020 Bandung ERMAP

Professional (ERMAP) Sertifikasi 21 Februari 2020
. ERMAP-1121023 . Training February 17-20, 2020
. 28 December 2020 . Certification February 21, 2020

2 Workshop Governance, Risk & Compliance 7 Februari 2020 Jakarta ERMAP

(GRC) and Three Line of Defence (TLD) . February 7, 2020

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2020 Performance Highlights Management Report BPDPKS Profile

Pengadaan Barang dan Jasa

Procurement of Goods and Services

Dalam melaksanakan seluruh kegiatannya, BPDPKS senantiasa berupaya

untuk mengimplementasikan Tata Kelola Pemerintahan yang baik (Good
Governance), termasuk dalam proses pengadaan barang dan jasa. Prinsip
good governance senantiasa diimplementasikan dalam seluruh proses
pengadaan barang dan jasa, guna menjamin proses pengadaan barang
dan jasa yang sehat, fleksibel, cepat, efektif dan efisien agar mampu
memaksimalkan segala momentum dan peluang bisnis yang ada.
In carrying out all its activities, BPDPKS always strives to implement Good Governance,
including in the process of procuring goods and services. The principle of good governance
is always implemented in the entire process of procurement, in order to ensure a healthy,
flexible, fast, effective, and efficient procurement process in order to be able to maximize
all existing business momentum and opportunities.

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Kebijakan Pengadaan Barang Policy on the Procurement of

dan/atau Jasa
Kebijakan internal terkait Pengadaan Barang dan/atau
Jasa, BPDPKS mengacu pada Peraturan Direktur Utama
BPDPKS Nomor 06/DPKS/2018 tentang Pedoman
Pengadaan Barang/Jasa Pada Badan Layanan Umum
Badan Pengelola Dana Perkebunan Kelapa Sawit.
Peraturan ini mengatur tentang ketentuan dan tata cara
Pengadaan Barang / Jasa di lingkup BPDP Kelapa Sawit.
Goods and/or Services
Internal policies related to the Procurement of Goods
and/or Services of BPDPKS refer to the Regulation of
the President Director of BPDPKS No. 06/DPKS/2018
regarding Guidelines for the Procurement of Goods/
Services at the Public Service Agency of Badan Pengelola
Dana Perkebunan Kelapa Sawit. This regulation regulates
the provisions and procedures for the Procurement of
Goods/Services within the scope of BPDPKS.

Struktur Perangkat Pengadaan Structure of Goods/Services

Barang/Jasa Procurement Equipment

KPA

PPK

Pejabat Pengadaan UKPBJ

Pokja Pemilihan Pokja Pemilihan Pokja Pemilihan

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2020 Performance Highlights Management Report BPDPKS Profile

Tugas dan Kewenangan UKPBJ Duties and Authorities of UKPBJ

BPDPKS
y Melaksanakan mekanisme pemilihan penyedia
melalui metode Pengadaan Langsung untuk paket
pekerjaan dengan nilai :
ƒ jasa konsultansi dan/atau konstruksi yang
bernilai diatas 50 juta s.d. paling tinggi 300 juta
rupiah;
ƒ barang dan/atau jasa lainnya yang bernilai
diatas 50 juta s.d. paling tinggi 500 juta rupiah;
y Melaksanakan mekanisme pemilihan penyedia
melalui metode Penujukan Langsung untuk paket
pekerjaan dengan nilai diatas 50 juta rupiah;
y Melaksanakan mekanisme pemilihan penyedia
melalui metode Tender untuk paket pekerjaan
barang dan/atau jasa lainnya dengan nilai diatas
500 juta rupiah
y Melaksanakan mekanisme pemilihan penyedia
melalui metode Tender untuk paket pekerjaan
Kontruksi dengan nilai diatas 300 juta rupiah
y Melaksanakan mekanisme pemilihan penyedia
melalui metode Seleksi untuk paket pekerjaan Jasa
Konsultansi dengan nilai diatas 300 juta
y Menetapkan Penyedia untuk metode pemilihan :
ƒ Tender/Seleksi/Penujukan Langsung/
Pengadaan Langsung untuk paket pekerjaan
Barang/Jasa Lainnya/Konstruksi/jasa
konsultansi dengan nilai diatas 50 juta s.d. 10
miliar rupiah.
BPDPKS
y Implement provider selection mechanism through
Direct Procurement method for work packages with
values:
ƒ Consultation and/or construction services
valued above 50 million up to a maximum of 300
million Rupiah;
ƒ Other goods and/or services valued above 50
million up to a maximum of 500 million Rupiah;
y Implement provider selection mechanism through
Direct Procurement method for work packages with
values above 50 million Rupiah;
y Implement provider selection mechanism through
the Tender method for work packages of goods
and/or other services with values above 500 million
Rupiah;
y Implement provider selection mechanism
through the Tender method for work packages of
Construction with values above 300 million Rupiah;
y Implement provider selection mechanism
through the Tender method for work packages of
Consultation with values above 300 million Rupiah;
y Establish Provider for the selection method of:
ƒ Tender/Selection/Direct Appointment/Direct
Procurement for work packages of Goods/Other
Services/Construction/Consultation services
with values above 50 million up to 10 billion
Rupiah.

Prinsip Pengadaan Barang/Jasa BPDPKS Principles of Procurement of Goods/

Services BPDPKS
Pengadaan Barang dan Jasa di BPDPKS dilakukan The principles of goods and services procurement at
dengan prinsip-prinsip dasar sebagai berikut: BPDPKS are as follows:
y Efisien dan Efektif y Efficient and Effective
y Transparan dan Terbuka y Transparent and Open
y Bersaing, Adil dan Akuntabel y Competitive, Fair, and Accountable

Mekanisme Pengadaan Barang/ BPDPKS Goods/Services

Jasa BPDPKS Procurement Mechanism
Mekanisme pengadaan barang/jasa BPDPKS terdiri The mechanism for the procurement of BPDPKS goods/
dari: services consists of:
1. Pemilihan Penyedia : 1. Selection of Providers:
ƒ Metode Pengadaan Langsung ƒ Direct Procurement Method
ƒ Metode Penunjukan Langsung ƒ Direct Appointment Method
ƒ Metode Tender/Seleksi ƒ Tender/Selection Method
ƒ Metode Epurchasing ƒ E-purchasing Method
2. Swakelola : 2. Self-management:
ƒ Swakelola Type I ƒ Self-management Type I
ƒ Metode Type II ƒ Type II Method
ƒ Metode Type III ƒ Type III Method
ƒ Metode Type IV ƒ Type IV Method

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Kegiatan Pengadaan Barang/Jasa BPDPKS Goods/Services Procurement

BPDPKS Activities
Proses pengadaan barang/jasa dilakukan melalui The process of procurement of goods/services is
tahapan sebagai berikut: carried out through the following stages:
1. Persiapan Pengadaan 1. Procurement Preparation
2. Pelaksanaan Pemilihan Penyedia 2. Selecting Provider
3. Pelaksanaan Kontrak 3. Contract Execution
4. Serah Terima Hasil Pekerjaan 4. Handover of Work Results
5. Penyelesaian Pembayaran Pekerjaan 5. Work Payment Completion

Kegiatan Pengadaan Barang dan Goods and Services Procurement

Jasa
Selama tahun 2020, Jumlah keseluruhan paket
pengadaan barang dan jasa yang sudah terselesaikan
dalam memenuhi kebutuhan operasi BPDPKS adalah
sebagai berikut:
Activities
During 2020, the total number of packages for
procurement of goods and services that have been
completed in meeting the operational needs of BPDPKS
are as follows:

Jumlah paket pengadaan barang dan jasa

. Number of packages for procurement of goods and services

Metode Pelelangan Jumlah

. Auction Method . Amount

Pengadaan Langsung 187 Paket | Packages

. Direct Procurement

Penunjukan Langsung 47 Paket | Packages

. Direct Appointment

Tender / Seleksi 1 Paket | Package

. Tender / Selection

E-Purchasing 0 Paket | Package

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2020 Performance Highlights Management Report BPDPKS Profile

Sistem Manajemen Mutu

Quality Management System

Sebagai upaya dalam menjamin kesesuaian mutu dan kualitas dari

suatu proses dan produk terhadap kebutuhan para stakeholder, BPDPKS
menerapkan Pola Pengelolaan Keuangan Badan Layanan Umum
menggunakan Standar Pelayanan Minimum (SPM) sesuai dengan Peraturan
Menteri Keuangan Republik Indonesia Nomor 80 /PMK.05/2016 tentang
Standar Pelayanan Minimum Badan Pengelola Dana Perkebunan Kelapa
Sawit (BPDPKS).
BPDPKS strives to maintain the quality of its business processes through the fulfillment
of quality conformity as well as the quality of processes and products to the needs of
stakeholders. The implementation of BPDPKS quality management system refers to the
Financial Management Pattern of the Public Service Agency using the Minimum Service
Standards (SPM) in accordance with the Regulation of the Minister of Finance of the Republic
of Indonesia No. 80/PMK.05/2016 regarding Minimum Service Standards for Badan Pengelola
Dana Perkebunan Kelapa Sawit (BPDPKS).

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SPM merupakan pedoman BPDPKS dalam memberikan
layanan masyarakat atas pelaksanaan pengelolaan
dana dan pengembangan kelapa sawit berkelanjutan
yang dilakukan BPDPKS. Dalam pelaksanaan SPM
Dewan Pengawas melakukan monitoring terhadap
pengelolaan BPDPKS yang dilakukan oleh Direksi.
Kebijakan terkait Sistem Pelayanan Minimum BPDPKS,
meliputi:
y Pengelolaan Dana;
y Penyaluran Dana Pengembangan Sumber Daya
Manusia;
y Penyaluran Dana Penelitian dan Pengembangan;
y Penyaluran Dana Promosi Kelapa Sawit dan
Turunannya;
y Penyaluran Dana Peremajaan Perkebunan;
y Penyaluran Dana Sarana dan Prasarana Perkebunan;
y Penyaluran Dana Pembiayaan Biodiesel; dan
y Pelaksanaan Urusan Umum dan Kerumahtanggaan.
Tujuan Sistem Pelayanan Minimum BPDPKS, antara
lain:
y Menjamin terlaksananya prosedur pelaksanaan
atas pengelolaan dana perkebunan kelapa sawit
secara transparan dan akuntabel sesuai dengan
ketentuan peraturan perundang- undangan;
y Menjamin terpenuhinya kualitas pelayanan dalam
pelaksanaan pengelolaan dana pengembangan
kelapa sawit berkelanjutan; dan
y Menjamin konsistensi perencanaan, pelaksanaan,
monitoring, dan evaluasi atas pelaksanaan
pengelolaan dana pengembangan kelapa sawit
berkelanjutan.
Pemantauan dan Evaluasi
Pemantauan dilaksanakan untuk memastikan
bahwa pelaksanaan pelayanan serta pengembangan
BPDPKS telah sesuai dengan standar yang ditetapkan.
Metode pemantauan yang digunakan BPDPKS
mencakup kunjungan lapangan, studi dokumentasi,
dan pertemuan-pertemuan dengan pelaksana dan
penerima layanan. Pelaksanaan pemantauan meliputi:
y Membandingkan layanan yang diberikan dengan
indikator SPM yang ditetapkan;
y BLU BPDPKS yang berkoordinasi dengan unit/
lembaga terkait;
y Pelaksanaan pemantauan dilakukan secara berkala.
Selanjutnya untuk melihat pencapaian dan dampak
program yang diselenggarakan berdasarkan hasil
pemantauan dalam rangka peningkatan kinerja
BPDPKS, maka dilakukan evaluasi meliputi secara
berkala dengan cara kunjungan lapangan, wawancara,
pengamatan, dan studi dokumentasi. Hasil evaluasi ini
digunakan sebagai masukan dalam rangka peningkatan
kinerja pelayanan BPDPKS.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
SPM is BPDPKS guideline in providing community
services for the implementation of fund management
and sustainable palm oil development. In implementing
SPM, the Supervisory Board monitors the management
of BPDPKS carried out by the Board of Directors.
Policies related to BPDPKS Minimum Service System,
include:
y Fund Management;
y Human Resources Development Funds
Disbursement;
y Research and Development Fund Disbursement s;
y Palm Oil Promotion Funds and Its Derivatives
Disbursement;
y Plantation Rejuvenation Funds Disbursement;
y Plantation Facilities and Infrastructure Funds
Disbursement;
y Biodiesel Financing Funds Disbursement; and
y Implementation of General Affairs and Household
Affairs.
The objectives of BPDPKS Minimum Service System
include:
y Ensuring the procedures for the implementation
of BPDPKS management funds in a transparent
and accountable manner in accordance with the
provisions of the legislation;
y Ensuring the fulfillment of service quality in the
implementation of sustainable palm oil development
fund management; and
y Ensuring the consistency of planning,
implementation, monitoring, and evaluation of the
implementation of sustainable palm oil development
fund management.
Monitoring and Evaluation
In order to ensure that the implementation of services
and development of BPDPKS are in accordance with the
established standards, monitoring is carried out. The
monitoring method includes field visits, documentation
studies, and meetings with service providers and
recipients. The monitoring includes:
y Comparing the services provided with the
established MSS indicators;
y BLU BPDPKS in coordination with related units/
institutions;
y Monitoring is carried out periodically.
Afterward, periodic evaluations are conducted to see
the achievements and impacts of the programs carried
out based on the results of monitoring in order to
improve the performance of BPDPKS. The evaluation
was conducted by means of field visits, interviews,
observations, and documentation studies. The results
of this evaluation are used as input in order to improve
the performance of BPDPKS services.
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Teknologi Informasi
Information Technology

Teknologi Informasi memiliki peran strategis dalam mendukung

kelancaran kegiatan operasional dan keamanan pengolahan data dan
informasi. Selain itu, pengelolaan Teknologi Informasi yang baik dan
benar juga mampu menciptakan proses bisnis yang efektif dan efisien.
Hal ini mendorong BPDPKS untuk senantiasa memanfaatkan Teknologi
Informasi guna menyediakan layanan terbaik serta meminimalisir risiko
operasional bisnis yang dihadapi dimasa yang akan datang.
Information Technology (IT) is another important aspect that supports operational activities
and security of data and information processing. IT reliability also influences the effectiveness
and efficiency of business management and decision making at BPDPKS. This encourages
BPDPKS to always use Information Technology to provide the best service and minimize
business operational risks faced in the future.

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BPDPKS terus berupaya melaksanakan pengelolaan
teknologi informasi secara optimal melalui penyusunan
dan penerapan Roadmap IT yang telah didesain sampai
dengan level data dan sistem keamanannya.
Pengelolaan Informasi
Fungsi Pengelolaan Teknologi lnformasi BPDPKS
dikelola oleh Divisi Umum dan SDM yang dipimpin oleh
Bapak Suharman dengan dibantu oleh 3 (tiga) orang
pegawai.
Tugas dan Tanggung Jawab
Pengelolaan Sistem Informasi
y Mengkoordinir, membangun dan mengembangkan
sistem informasi dan transaksi elektronik yang
terintegrasi dan mencakup seluruh kegiatan yang
dilaksanakan oleh BPDPKS;
y Mengkoordinir penyiapan data/informasi yang
dibutuhkan baik untuk kepentingan pencatatan
seluruh transaksi yang dilaksanakan oleh BPDP
Sawit maupun untuk menunjang kebutuhan laporan
kepentingan internal maupun eksternal;
y Membuat dan menganalisa atas permintaan
kebutuhan teknologi informasi pada setiap unit
BPDPKS;
y Pengembangan SDM di Deputi Direktorat Keuangan,
Umum, Kepatuhan & Manajemen Risiko.
Roadmap Teknologi Informasi
Salah satu target utama yang ingin dicapai oleh
BPDPKS dari penerapan Teknologi lnformasi untuk
tahun 2020 adalah Peningkatan kualitas dan
pemeliharaan sistem informasi/infrastruktur. Sekarang
ini Teknologi lnformasi BPDPKS masih berada ditahap
pengembangan sistem informasi dan infrastruktur.
Roadmap Divisi Pengelolaan Sistem informasi BPDPKS
Tahun 2016-2021 adalah sebagai berikut:
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS continues to strive to optimally manage
information technology through the preparation and
implementation of an IT Roadmap that has been
designed up to the level of data and security systems.
Information Management
The Information Technology Management function
of BPDPKS is managed by the General Affair and HR
Division led by Mr. Suharman, assisted by 3 (three)
employees.
System Management Duties and
Responsibilities
y Coordinate, build, and develop an integrated
electronic information and transaction system that
covers all activities carried out by BPDPKS;
y Coordinate the preparation of data/information
needed both for the purpose of recording all
transactions carried out by BPDPPKS as well as to
support the needs of internal and external interest
reports;
y Create and analyze at the request of information
technology needs in each BPDPKS unit;
y Human Resources Development at the Deputy
Directorate of Finance, General Affairs, Compliance
& Risk Management.
Information Technology Roadmap
One of the main targets that BPDPKS wants to achieve
from the application of Information Technology for
2020 is to improve the quality and maintenance of
information systems/infrastructure. Currently, BPDPKS
Information Technology is still in the information
system and infrastructure development stage. The
Roadmap for the 2016-2021 BPDPKS Information
System Management Division is as follows:
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Peningkatan dan Peningkatan dan Implementasi IT Governance

Pemeliharaan Sistem
Informasi/ Infrastruktur
Improvement and Maintenance
of Information/Infrastructure
Systems
Pemeliharaan Sistem IT Governance Implementation
Informasi/ Infrastruktur
Improvement and Maintenance
of Information/Infrastructure
Systems

• Jaringan Wireless, Server File • Dukungan berkelanjutan • Standarisasi Prosedur dan

Sharing, Internet Provider, Ruang
Server Operasional, PABX
• Server Anti Virus, Server Active
Directory, Server Backup, Server
Management & Monitoring
• Lisensi Tambahan untuk Office
365, Call Center 14036
• Wireless Network, File Sharing
Server, Internet Provider,
Operational Server Room, PABX
• Anti Virus Server, Active Directory
Server, Management & Monitoring
Server
• Additional License for Office 365,
14036 Call Center
terhadap ERP Sistem Manajemen IT (ISO 20000)
• Dukungan Sistem Operasional • Standarisasi Keamanan
Harian Informasi (ISO 27001
• Dukungan Infrastruktur
Operasional • Standardization of IT
• Dukungan sistem untuk Management and Procedures
program-program Unit teknis (ISO 20000)
• Information Security
• Continuous support for ERP Standardization (ISO 27001)
systems
• Daily Operational System Support
• Operational Infrastructure Support
• System support for Technical Unit
programs

Laporan Pelaksanaan Kegiatan Information Management Division

Divisi Pengelolaan Informasi
Sepanjang Tahun 2020, Divisi Umum dan SDM bagian
Pengelolaan lnformasi telah melaksanakan beberapa
kegiatan, antara lain:
y Melakukan kajian dan evaluasi terhadap aplikasi
ERP yang dimiliki oleh BPDPKS, dan melakukan
kajian terhadap produk Sistem Aplikasi ERP yang
ada untuk melihat kebutuhan secara best practice
dengan proses bisnis di BPDPKS.
y Melakukan studi aplikasi ERP dengan BLU lain
seperti dengan BLU BAKTI Menkominfo.
y Melakukan kajian infrastruktur dan jaringan TI yang
ada di Kantor BPDPKS, untuk dapat mengoptimalkan
proses kerja secara Online.
Activity Implementation Report
Throughout 2020, the General Affair and Human
Resources Division for Information Management have
carried out several activities, including:
y Conduct a study and evaluation of the ERP
application owned by BPDPKS, and conduct a study
of the existing ERP Application System products
to see the need for best practice with business
processes at BPDPKS.
y Conduct a study of the ERP application with other
BLUs such as BLU BAKTI Menkominfo.
y Conduct a study of existing IT infrastructure and
networks at BPDPKS Office, to be able to optimize
online work processes.

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Pencapaian Pengembangan
Sistem Informasi BPDPKS Tahun
2020:
y Mulai diimplementasikannya sistem pungutan
sawit (https://levysawit.kemenkeu.go.id/) yang
terintegrasi dengan sistem DJBC dan Bank,
sehingga exportir dapat melakukan pembayaran
eBilling Levy secara realtime.
y Pembuatan sistem absensi secara online dan
laporan WFH melalui aplikasi siPeg BPDPKS
y Pembuatan sistem API middleware sebagai
manajemen pengelolaan integrasi service untuk
antar aplikasi.
y Pembuatan aplikasi eOffice Versi 3, dengan
menerapkan Tanda Tangan Elektronik (TTE) / Digital
Signature yang bersertifikat BSSN (Sandi Negara).
y Pembuatan webservice BIOS, sebagai salah satu
modernisasi dan otomatisasi sistem pelaporan data
kepada kantor pusat Kemenkeu.
y Pembuatan aplikasi Riset BPDPKS untuk
mendukung proses bisnis dalam program
penyaluran dana Riset.
y Pembuatan aplikasi Sarpras BPDPKS untuk
mendukung proses bisnis dalam program
penyaluran dana Sarana dan Prasarana (Sarpras).
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS Information System
Development Achievements in
2020
y Starting to implement the palm oil levy system
(https://levysawit.kemenkeu.go.id/) which is
integrated with the DJBC and Bank systems, so
that exporters can make real-time Levy e-Billing
payments.
y Making an online attendance system and WFH
reports through the siPeg BPDPKS application.
y Making middleware API system as management
of service integration for inter-application
management.
y Making e-Office version 3 application, by applying
Electronic Signature (TTE)/Digital Signature
certified BSSN (State Password).
y Making BIOS webservice, as one of the
modernizations and automation of data reporting
systems to the Ministry of Finance head office.
y Developing BPDPKS Research application to
support business processes in the Research fund
distribution program.
y Making BPDPKS facilities and infrastructure
application to support business processes in
the Facility and Infrastructure fund distribution
program.
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Pembahasan
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Management Discussion
and Analysis
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2020 Performance Highlights Management Report
Tinjauan Ekonomi Nasional
National Economic Overview
Pandemi COVID-19 saat ini telah memberikan tekanan pada
perekonomian global secara keseluruhan. Tak terkecuali
Indonesia, indikator ekonomi nasional menunjukkan
penurunan yang cukup signifikan, disertai dengan
terhentinya berbagai kegiatan ekonomi akibat pandemi.
Pertumbuhan ekonomi Indonesia pada triwulan
I-2020 yang hanya 2,97% secara umum menunjukkan
tekanan ekonomi yang dihadapi Indonesia setelah
secara konsisten bertahan di kisaran 5% pada tahun-
tahun sebelumnya. Sementara itu, jumlah orang yang
terinfeksi COVID-19 di Indonesia tidak menunjukkan
tanda-tanda penurunan yang signifikan.
Pertumbuhan Ekonomi
Perekonomian Indonesia tahun 2020 dilihat dari produk
domestik bruto (PDB) atas dasar harga berlaku akan
mencapai Rp 15,434,2 triliun dan PDB per kapita akan
mencapai Rp 56,9 juta atau $3,911,7.
Perekonomian Indonesia pada tahun 2020 memiliki laju
pertumbuhan sebesar 2,07% (c-to-c) turun dari tahun
2019. Dari sisi manufaktur, penurunan pertumbuhan
terbesar terjadi pada sektor pengangkutan dan
pergudangan. Sementara dari sisi pengeluaran, hampir
seluruh komponen turun, dengan ekspor barang dan
jasa menjadi komponen dengan penurunan terbesar
sebesar 7,70%. Sementara itu, impor barang dan jasa
yang menjadi faktor dengan penurunan sebesar 14,71%.
Perekonomian Indonesia pada triwulan IV-2020
dibandingkan triwulan IV-2019 mengalami penurunan
pertumbuhan sebesar 2,19% (y-on-y). Dari sisi produksi,
bisnis Transportasi dan pergudangan tumbuh paling
besar dengan 13,42%. Dari sisi belanja, komponen
ekspor barang dan jasa mengalami penurunan
pertumbuhan paling kuat sebesar 7,21%. Sementara
itu, impor barang dan jasa turun 13,52%.
Perekonomian Indonesia pada triwulan IV 2020
dibandingkan dengan triwulan sebelumnya tumbuh
sebesar 0,42% (q-to-q). Dari sisi produksi, usaha
pertanian, kehutanan, dan perikanan mengalami
penurunan paling besar sebesar 20,15%. Dari sisi
pengeluaran, pertumbuhan terkuat dicapai oleh
komponen pengeluaran konsumsi pemerintah (PKP)
dengan peningkatan sebesar 27,15%.
Struktur spasial perekonomian Indonesia pada tahun 2020
didominasi oleh kelompok provinsi pulau Jawa dengan
pangsa 58,75%, dengan kinerja ekonomi turun 2,51%.
Berita Resmi Statistik: Pertumbuhan Ekonomi Indonesia
Triwulan IV-2019 No. 17I02ITh. XXIV, 5 Februari 2021
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Profil BPDPKS
BPDPKS Profile
The ongoing COVID-19 pandemic has put pressure
on the global economy. Indonesia is no exception, the
national economic indicators have shown a significant
decline, complemented by the cessation of various
economic activities as a result of the pandemic.
Indonesia’s economic growth in the 1st quarter of 2020,
which was only at 2.97% illustrates in general the
economic pressures that are being experienced by
Indonesia whereas in previous years it was always in
the range of 5%. Meanwhile, the number of COVID-19
casualties in Indonesia has not shown a significant
decline.
Economic Growth
The Indonesian economy in 2020 as measured by Gross
Domestic Product (GDP) at current prices reached
Rp15,434.2 trillion and GDP per capita reached Rp56.9
million or USD3,911.7.
Indonesian economy in 2020 underwent a growth
contraction of 2.07% (c-to-c) compared to 2019. From
the production side, the deepest growth contraction
occurred in the Transportation and Warehousing
Business Field of 15.04%. Meanwhile, in terms of
expenditure, almost all components contracted, the
Export Component of Goods and Services became
the component with the deepest contraction of 7.70%.
Meanwhile, imports of goods and services, which are a
deducting factor, contracted by 14.71%.
Indonesian economy in the 4th Quarter of 2020 compared to
the 4th Quarter of 2019 experienced a growth contraction of
2.19% (y-on-y). From the production side, the Transportation
and Warehousing Business Field experienced the deepest
growth contraction of 13.42%. From the expenditure side,
the Export Component of Goods and Services experienced
the deepest growth contraction of 7.21%. Meanwhile,
Imports of Goods and Services, which are a deducting factor,
contracted by 13.52%.
Indonesian economy in the 4th Quarter of 2020
compared to the previous quarter experienced a growth
contraction of 0.42% (q-to-q). From the production
side, the deepest growth contraction occurred in the
Agriculture, Forestry, and Fisheries Business Fields
of 20.15%. From the expenditure side, the highest
growth was achieved by the Government Consumption
Expenditure Component (PK-P) which grew by 27.15%.
The spatial structure of Indonesia’s economy in 2020
is dominated by groups of provinces on the Java island
at 58.75%, with economic performance experiencing a
growth contraction of 2.51%.
Official Statistics News: Indonesia’s Economic Growth
on the 4th Quarter of 2019 No. 17I02ITh. XXIV, February
5, 2021
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Inflasi
Pada bulan Maret 2021, inflasi sebesar 0,08% dengan
Indeks Harga Konsumen (IHK) sebesar 106,15. Dari 90
kota dalam IHK, 58 kota mengalami inflasi dan 32 kota
mengalami deflasi. Inflasi tertinggi terjadi di Jayapura
sebesar 1,07% dengan IHK 105,53 dan terendah
terjadi di Tangerang dan Banjarmasin sebesar 0,01%
dengan IHK masing-masing sebesar 105,66 dan 107,09.
Sedangkan deflasi tertinggi terjadi di Baubau sebesar
0,99% dengan IHK 103,38 dan terendah di Palopo
0,01% dengan IHK 104,87.
Inflasi terjadi karena adanya kenaikan harga yang
ditunjukkan oleh naiknya sebagian besar indeks
kelompok pengeluaran, yaitu: kelompok makanan,
minuman dan tembakau sebesar 0,40%; kelompok
pakaian dan alas kaki sebesar 0,02%; kelompok
perumahan, air, listrik, dan bahan bakar rumah tangga
sebesar 0,04%; kelompok perlengkapan, peralatan,
dan pemeliharaan rutin rumah tangga sebesar 0,10%;
kelompok kesehatan sebesar 0,08%; kelompok rekreasi,
olahraga, dan budaya sebesar 0,05%; kelompok
pendidikan sebesar 0,01%; dan kelompok penyediaan
makanan dan minuman/restoran sebesar 0,17%.
Sementara kelompok pengeluaran yang mengalami
penurunan indeks, yaitu: kelompok transportasi sebesar
0,25%; kelompok informasi, komunikasi, dan jasa
keuangan sebesar 0,03%; dan kelompok perawatan
pribadi dan jasa lainnya sebesar 0,39%.
Berita Resmi Statistik: Perkembangan lndeks Harga
Konsumen/lnflasi No.0l/0l/Th. XXlll, 01 April 2020
Sekilas Industri Crude Palm Oil
(CPO)
Tahun 2020 diawali dengan optimisme dari industri
kelapa sawit karena pada Desember 2019, harga CPO
CIF Rotterdam mencapai 787 USD/ton, mulai naik
sebesar 542 USD/ton sejak Agustus 2019 setelah
bertahan di level rata-rata 524 USD/ton dari Januari
hingga Agustus 2019. Namun, dari Januari hingga
Mei 2020, harganya turun dan mencapai 526 USD/
ton karena: (1) Permintaan di China mulai menurun
karena pengaruh Covid-19, (2) Tekanan pasokan
kedelai ke China karena perang dagang dengan
Amerika berkurang dengan panen kedelai di Brazil,
dan (3) Anjloknya harga minyak bumi yang mencapai
USD 27/barel (USD 147/ton). Pada Mei 2020, China
sudah pulih dari pandemi dan meningkatkan
impor besar-besaran oilseed dan minyak nabati
untuk memulihkan stok yang telah terkuras yang
mendorong harga minyak nabati naik.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Inflation
In March 2021, occurred an inflation of 0.08% with
a Consumer Price Index (CPI) of 106.15. Out of the 90
CPI cities, 58 cities experienced inflation and 32 cities
experienced deflation. The highest inflation occurred in
Jayapura at 1.07% with a CPI of 105.53 and the lowest
occurred in Tangerang and Banjarmasin at 0.01%
each with a CPI of 105.66 and 107.09, respectively.
Meanwhile, the highest deflation occurred in Baubau at
0.99% with a CPI of 103.38 and the lowest occurred in
Palopo at 0.01% with a CPI of 104.87.
Inflation happened due to an increase in prices as
indicated by an increase in most indexes of expenditure
groups, namely: food, beverages and tobacco group
by 0.40%; clothing and footwear group by 0.02%;
housing, water, electricity, and household fuel group
by 0.04%; household appliance, equipment, and
routine maintenance group by 0.10%; health group by
0.08%; recreation, sports, and culture group by 0.05%;
education group by 0.01%; and provision of food and
beverages/restaurants group by 0.17%. Meanwhile,
the expenditure groups that experienced a decline in
the index were: the transportation group by 0.25%;
information, communication, and financial services
group by 0.03%; and the personal care and other
services group by 0.39%.
Official Statistics News: Development of Consumer Price
Index/Inflation No. 0l/0l/Th. XXlll, 01 April 2020
Crude Palm Oil (CPO) Industry
Overview
The year 2020 started with optimism by the palm oil
industry because in December 2019 the price of CPO
CIF Rotterdam reached USD787/ton which began to
move up from USD542/ton since August 2019 after
being at an average of USD524/ton during January-
August 2019. However, in January-May 2020 the price
fell and reached USD526/ton which was instigated
among others by: (1) Demand in China began to decline
due to the effect of Covid-19, (2) Pressure on soybean
supply to China due to the deescalating trade war with
America, and soybean harvest in Brazil, and (3) The
plummet in oil prices to USD27/barrel (USD147/ton). In
May 2020, China had recovered from the pandemic and
increased massive imports of oilseed and vegetable oil
to restore depleted stocks that pushed vegetable oil
prices up.
131
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Pidato Presiden Jokowi pada Agustus 2020 yang
menyampaikan komitmen Indonesia untuk terus
melaksanakan program biodiesel dalam negeri ikut
mempertahankan tren naik harga minyak nabati.
Harga yang baik pada awal 2020, memungkinkan pekebun
memupuk dan memulihkan kebunnya sehingga dengan
didukung cuaca yang mendukung terjadi kenaikan
produksi CPO & PKO rata-rata Jan-Jun 2020 sebesar
3.917 ribu ton, kemudian meningkat menjadi 4.680 ribu
ton untuk rata-rata Juli-Des 2020. Bersamaan dengan
kenaikan tersebut, harga CPO dan minyak nabati naik dari
rata – rata USD 646 /ton di semester I 2020 menjadi USD
775 /ton pada semester II 2020.
Di dalam negeri, kebijakan pembatasan skala besar
(PSBB) akibat Covid-19 menyebabkan penurunan
konsumsi untuk pangan turun pada 2020 dari 801 ribu
ton pada Januari menjadi 638 ribu ton pada Juni 2020.
Pelonggaran pembatasan menaikan kembali ke 723 ribu
ton pada Desember 2020. Konsumsi untuk oleokimia
terus naik karena meningkatnya konsumsi sabun dan
bahan pembersih dari 89 ribu ton pada Januari menjadi
197 ribu ton pada Desember 2020. Konsumsi untuk
biodiesel naik dibandingkan 2019 karena perubahan
kebijakan dari B20 menjadi B30. Secara total 2020,
konsumsi produk minyak sawit dalam negeri 17,35 juta
ton naik 3,6% dari tahun 2019 sebesar 16,75 juta ton.
Akibat dampak global dari pandemi tersebut, ekspor
minyak sawit Indonesia pada tahun 2020 dengan
total nilai ekspor 34,0 juta ton mengalami penurunan
dibandingkan tahun 2019 dengan total volume ekspor
37,39 juta ton. Penurunan terbesar terjadi di China (1,96
juta ton), Uni Eropa (712,7 ribu ton), Bangladesh (323,9
ribu ton), Timur Tengah (280,7 ribu ton) dan Afrika (249
juta ton). ke Pakistan meningkat (+275,7 ribu ton) dan
ke India meningkat 111,7 ribu ton. Meski volume ekspor
mengalami penurunan, namun dari sisi nilai, omset
ekspor pada 2020 mencapai USD 22,97 miliar, di atas
USD 20,22 miliar pada 2019.
Neraca perdagangan bulanan Indonesia tahun 2019
hampir selalu negatif dengan total defisit $3,23 miliar,
sedangkan tahun 2020 masih positif kecuali Januari dan
April dengan nilai total $21,72 miliar. Pada tahun 2020,
neraca perdagangan Indonesia menunjukkan surplus
sebesar 21,27 USD, dimana ekspor produk kelapa sawit
sebesar 22,97 miliar USD. Angka-angka ini menunjukkan
bahwa selama pandemi, kontribusi minyak sawit terhadap
mata uang negara sangat penting untuk menjaga neraca
perdagangan nasional tetap positif.
Siaran Pers Gabungan Pengusaha Kelapa Sawit
Indonesia (GAPKI): Refleksi Industri Kelapa Sawit 2020
dan Prospek 2021, 04 Februari 2021
132
Profil BPDPKS
BPDPKS Profile
President Jokowi’s speech in August 2020 which
conveyed Indonesia’s commitment to continue
implementing the domestic biodiesel program helped
maintain the upward trend in vegetable oil prices.
Decent prices at the beginning of 2020, allowed
growers to fertilize and restore their gardens combined
with favorable weather, there was an increase in CPO
& PKO production on average of January-June 2020 by
3,917 thousand tons, then increased to 4,680 thousand
tons for July-December 2020. Along with this increase,
the price of CPO and vegetable oil rose from an average
of USD646/ton in the 1st semester of 2020 to USD775/
ton in the 2nd semester of 2020.
Domestically, the large-scale restriction policy (PSBB)
due to Covid-19 causing a decrease in food consumption
in 2020 from 801 thousand tons in January to 638
thousand tons in June. The easing of restrictions raised
it back to 723 thousand tons in December 2020. The
consumption for oleochemicals continued to rise due
to increased consumption of soap and cleaning agents
from 89 thousand tons in January to 197 thousand tons
in December 2020. Consumption for biodiesel increased
compared to 2019 due to the policy change from B20
to B30. Altogether in 2020, domestic consumption of
palm oil products was 17.35 million tons, an increase of
3.6% from 2019 of 16.75 million tons.
As a result of the pandemic situation that has a global
impact, the performance of Indonesia’s palm oil export
volume in 2020 with a total export of 34.0 million tons
shifted down compared to 2019’s performance with a total
export of 37.39 million tons. The biggest declines occurred
to China (-1.96 million tons), to the EU (-712.7 thousand
tons), to Bangladesh (-323.9 thousand tons), to the Middle
East (-280.7 thousand tons), and to the Middle East (-280.7
thousand tons), and to Africa (-249.2 thousand tons), while
to Pakistan rose (+275.7 thousand tons) and to India rose
111.7 thousand tons. Despite the decline in export volume,
in value terms, exports in 2020, which reached USD22.97
billion, were higher than 2019’s USD20.22 billion.
Indonesia’s monthly trade balance in 2019 was almost
constantly negative with a total deficit of USD3.23
billion, while in 2020 it was always positive except in
January and April with a total value of USD21.72 billion.
During 2020, Indonesia’s trade balance was in surplus
of USD21.27, of which exports of palm oil products
contributed USD22.97 billion. These figures show that
during the pandemic, the contribution of palm oil to
the country’s foreign exchange was very significant in
keeping the national trade balance positive.
Press Release of the Association of Indonesian Palm Oil
Entrepreneurs (GAPKI): Reflections on the 2020 Palm
Oil Industry and 2021 Prospects, 04 February 2021
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Dampak Penerbitan dan Perubahan Regulasi Terhadap

Kinerja BPDPKS
Impact of Issuance and Changes of Regulation on BPDPKS Performance

BPDPKS terus berkomitmen untuk melaksanakan BPDPKS continues to be committed to implementing

semua undang-undang yang dikeluarkan oleh every legislation issued by the regulator. Throughout
Regulator. Pada tahun 2020 akan ada publikasi baru 2020, there were new issuances and changes to
dan perubahan regulasi seperti terlihat pada tabel regulations as shown in the following table:
berikut:

Tabel Penerbitan Baru dan Perubahan Peraturan di Tahun 2020

. Table of New Issuance and Changes in Regulations in 2020

Nama Peraturan Dampak terhadap BPDPKS yang Signifikan

No
. Name of Regulation . Significant Impact on BPDPKS

1 PMK 57/PMK.05/2020
Perubahan tarif pungutan ekspor, dimana terdapat kenaikan 5 USD/ton untuk seluruh produk
kelapa sawit dan turunannya, berlaku mulai 1 Juni 2020. PMK tersebut diterbitkan untuk memenuhi
kebutuhan belanja yang cukup besar di tahun 2020.
The change in export levy tariffs, in which there is an increase of USD5/ton for all palm oil products and their
.

derivatives, will take effect from June 1, 2020. The PMK was issued to meet the large spending needs in 2020.

2 PMK 191/PMK.05/2020
Perubahan atas PMK 57/PMK.05/2020, berlaku mulai 10 Desember 2020. Tarif pungutan ekspor
produk kelapa sawit naik secara progresif sebesar USD15 untuk produk crude oil (CPO, CPKO dll)
dan USD12,5 untuk produk turunan CPO untuk setiap interval kenaikan harga CPO sebesar USD25.
Kenaikan tarif progresif pungutan ekspor tersebut dimulai pada harga CPO di atas USD670 dan
harga CPO yang digunakan adalah harga referensi Kementerian Perdagangan Kenaikan tarif
tersebut juga untuk memenuhi kebutuhan belanja insentif biodiesel yang semakin besar.
Amendments to PMK 57/PMK.05/2020, effective from December 10, 2020. Tariffs for export levies on palm oil
.

products increase progressively by USD15 for crude oil products (CPO, CPKO etc.) and USD12.5 for CPO derivative
products for each interval of increase. CPO price of USD25. The progressive increase in export levies starts at CPO
prices above USD670 and the CPO price used is the reference price for the Ministry of Trade.

Kontribusi BPDPKS Kepada Negara

BPDPKS Contribution to the State

Kontribusi pada Industri Sawit Contribution to the Palm Oil

Kelapa Sawit
Sepanjang tahun 2020, BPDPKS menyelenggarakan
kegiatan untuk meningkatkan kontribusinya terhadap
industri kelapa sawit di Indonesia. Kegiatan yang
dilakukan antara lain:
1. Penyerahan hand sanitizer berbahan sawit
kerjasama BPDPKS dengan Pusat Penelitian
Surfaktan dan Bioenergi LPPM IPB di 10 Rumah
Sakit Badan Layanan Umum Kementerian
Keuangan di wilayah Jabodetabek sebanyak 10.000
buah sebagai salah satu kampanye mendukung
protokol Covid-19 dan sosialisasi “Sawit Sehat”
tanggal 4 Desember 2020;
2. Litigasi sawit di WTO: sengketa regulasi RED
II & DR ILUC UE (1st written submission, 2nd
written submission, dst), sengketa regulasi AD/
CVD Biodiesel oleh USA, sengketa regulasi CVD
Biodiesel oleh Uni Eropa.
Industry
Throughout 2020, BPDPKS has organized activities
as an effort to increase its contribution to the palm oil
industry in Indonesia. Activities that have been carried
out include:
1. Handing over of hand sanitizers made from palm
oil in collaboration with BPDPKS and the Research
Center for Surfactants and Bioenergy LPPM IPB at
10 Public Service Agency Hospitals of the Ministry
of Finance in the Jabodetabek area as many as
10,000 pieces as one of the campaigns to support
the Covid-19 protocol and socialization of “Healthy
Palm” on December 4, 2020;
2. Palm oil litigation in the WTO: EU RED II & DR
ILUC regulatory disputes (1st written submission,
2nd written submission, etc.), Biodiesel AD/CVD
regulatory disputes by the USA, Biodiesel CVD
regulatory disputes by the European Union.

133
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Kontribusi dalam Pembayaran Contribution in Tax Payment

Pajak
BPDPKS telah memberikan kontribusi yang baik terhadap
aspek keuangan negara, terbukti dari perusahaan-
perusahaan yang masih memenuhi kewajiban
perpajakannya. BPDPKS berperan dalam pemotongan,
pembayaran dan pelaporan pajak seperti Pajak
Penghasilan (PPh) Pasal 21 atas penghasilan yang diterima
Wajib Pajak orang pribadi, PPh Pasal 23 atas penghasilan
yang diterima Wajib Pajak badan, PPh yang diterima dan
Pasal 22 PPh dan Pajak Pertambahan Nilai (PPN).
BPDPKS has contributed well to the financial aspects
of the state, reflected in the Company that always
meet the obligation to pay taxes. BPDPKS plays a role
in withholding, depositing, and reporting taxes such
as Income Tax (PPh) article 21 on income received by
individual taxpayers, PPh article 23 on income received
by corporate taxpayers, and PPh article 22, as well as
Value Added Tax (PPN).

Selama tahun 2020, jumlah pelaporan pajak BPDPKS Throughout 2020, the number of BPDPKS Tax Deposits
sebesar Rp2,7 triliun, meningkat 649,0% dibandingkan was Rp2.7 trillion, an increase of 649.0% compared to
tahun 2019 sebesar Rp355,3 miliar. 2019 of Rp355.3 billion.

Pembayaran Pajak Tahun 2018-2020 dalam juta Rp | in millions of Rp

. Tax Payment in 2018-2020

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal
PPh Pasal 21 37,2% 2.773 10.224 7.450 5.946

PPh Pasal 22 721,4% 300.479 342.133 41.654 80

PPh Pasal 23 13,9% 478 3.921 3.443 2.964

PPh Pasal 4 - (908) - 908 874

PPN 663,6% 2.003.105 2.304.953 301.848 548.640

Jumlah | Total 649,0% 2.305.927 2.661.231 355.303 558.504

Pembayaran Pajak 2018 10.027

Tahun 2018-2020
Pembayaran Pajak 2019 10.027
Tahun 2018-2020
2020 10.027

Tercatat BPDPKS tidak pernah terlambat dalam
penyampaian dokumen kewajiban perpajakan (SPT
Tahunan dan Bulanan), selain itu juga tidak pernah
terlambat dalam penyampaian dokumen wajib yang
harus dilaporkan kepada regulator.
BPDPKS has never been late in submitting tax obligation
documents (Annual and Monthly SPT), moreover, it is
never late in submitting mandatory documents that
must be reported to the regulator.

134
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Analisis Kinerja Operasional

Operational Performing Analysis

Analisis Pencapaian Kinerja Key Performance Achievement

Utama Analysis
Berikut adalah pencapaian Indeks Kinerja Utama The following are the achievements of the BPDPKS
BPDPKS selama Tahun 2020: Main Performance Index for 2020:

Pencapaian Indikator Kinerja Utama BPDPKS Tahun 2020

. Achievements of BPDPKS Key Performance Indicators in 2020

Sasaran Strategis/lndikator Kinerja Realisasi | Realization Target

Utama
Q2/ Q4/Y- Q3/s.d Q2/
Strategic Goals/Key Performance Indicators Q4 Q3 Q1 Q1
Smt 2 20 Q3 Smt I
.

Pengelolaan dana kelapa sawit yang berkelanjutan

. Sustainable management of palm oil funds

Persentase pendapatan dana yang sesuai RBA 290% 171% 105% 48,89% 100% 75% 50% 25%
. RBA-compliant percentage of fund income

Presentase imbal hasil dana kelolaan (lebih 7,09% 7,20% 8,36% 7,23% 7% 7% 7% 7%
besar dari referensi)
Percentage of return on managed funds (greater than
.

reference)

Penetapan harga CPO yang stabil

. Stable CPO pricing

Deviasi target harga CPO 24,98% 22,46% (1,23%) 28,60% 15% 15% 15% 15%
. CPO price target deviation

Presentase volume biodiesel yang disalurkan 88,28% 65,53% 43% 22,05% 85% 50% 30% 15%
dalam skema pembiayaan BPDPKS
Percentage of biodiesel volume distributed under the
.

BPDPKS financing scheme

Pelayanan publik yang prima

. Excellent public service

lndeks kepuasan layanan pelanggan 3,6 - - - 3,4 - - -

. Customer service satisfaction index

Indeks implementasi layanan konsultasi Call Center 3,96 3,96 3,95 3,58 3 3 3 3
BPDPKS secara berkualitas dan tepat waktu
Quality and timely implementation index of BPDPKS Call
.

Center consulting services

Perumusan kebijakan yang optimal

. Optimal policy formulation

Indeks ketepatan waktu penyelesaian kebijakan/ 4 - 3 - 3 - 3 -

peraturan sesuai rekomendasi apparat
pemeriksa dan/atau Pembina
Index of timeliness of policies/regulations completion in
.

accordance with the recommendations of the examining

apparatus and/or supervisors

Komunikasi publik yang efektif

. Effective public communication

Persentase persepsi positif dari media massa 81,36% 85,15% 64,16% 91,79% 50% 50% 50% 50%
terhadap sawit Indonesia
Percentage of positive perceptions from the mass media
.

towards Indonesian palm oil

Kerjasama promosi dan kemitraan yang optimal

. Optimal promotion and partnership cooperation

Presentase tindak lanjut program kemitraan 80% - 80% 20% 60% - 60% -
. Percentage of partnership program follow-up

Persentase penyelesaian Kerjasama dalam 100% - - 100% 100% - - -

rangka perluasan pasar ekspor sawit baru
Percentage of completion of Cooperation in the
.

framework of expanding the new palm oil export market

135
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Pencapaian Indikator Kinerja Utama BPDPKS Tahun 2020

. Achievements of BPDPKS Key Performance Indicators in 2020

Sasaran Strategis/lndikator Kinerja Realisasi | Realization Target

Utama
Q2/ Q4/Y- Q3/s.d Q2/
Strategic Goals/Key Performance Indicators Q4 Q3 Q1 Q1
Smt 2 20 Q3 Smt I
.

Penyaluran dana sawit yang efektif

. Effective distribution of palm oil funds

Persentase penyaluran dana peremajaan sawit 100% 100% 100% 100% 100% 100% 100% 100%
rakyat yang tepat waktu
Percentage of timely distribution of community palm oil
.

rejuvenation funds

Persentase pengelolaan program 118% 135% 60% 60% 100% 80% 50% 30%
pengembangan SDM Sawit
Percentage of management of Palm Oil HR development
.

program

Persentase penyaluran dana sarana prasarana

Perkebunan sawit yang tepat waktu N/A N/A - - 100% 100% - -
Percentage of timely distribution of funds for oil palm
.

plantation infrastructure

Jumlah riset yang dikelola 65 77 47 36 50 45 40 35

. Number of research managed

Pertanggungjawaban pengelolaan dana yang akuntabel

. Accountability of accountable fund management

Persentase rekomendasi hasil pemeriksaan 100% - 45% 20% 89% - - -

BPK dan APIP yang telah ditindaklanjuti
Percentage of recommendations from BPK and APIP
.

inspection results that have been followed up

Persentase rekomendasi hasil pembinaan dan 91% - 83% 20% 85% - 85% -
monev Pembina teknis dan Pembina keuangan
yang telah ditindaklanjuti
Percentage of recommendations for the results of
.

coaching and monitoring and evaluation of technical

supervisors and financial advisors that have been
followed up

SDM yang kompeten dan berkinerja tinggi

. Competent and high-performing HR

Persentase perjabat dan pegawai yang telah 94% - - - 80% - - -

memenuhi standar kompetensi jabatan
Percentage of officials and employees who have met the
.

competency standards of the position

Organisasi yang fit for purpose

. Organization that fit for purpose

Persentase kematangan penerapan manajemen 97,3% - - 75% 75% - - -

risiko
Percentage of maturity of risk management
.

implementation

Pengelolaan sarana dan TIK yang optimal dan modern

. Optimal and modern management of facilities and ICT

Persentase modernisasi pengelolaan BLU 125% - - - 100% - 100% -

. Percentage of modernization of BLU management

Pengelolaan anggaran yang optimal

. Optimal budget management

Persentase kualitas pelaksanaan anggaran 95,22% 96,93% 98,30% 98,67% 95% 95% 95% 95%
internal Satker BPDP Sawit sebagaimana
baseline
Percentage of the quality of the internal budget
.

implementation of the BPDP Palm Oil Work Unit as the

baseline

Status capaian IKU adalah sebagai berikut:

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Hijau | Green Kuning | Yellow Merah | Red Putih | White

100% < X < 120% 80% < X < 100% X < 80% (belum dapat diukur/
(memenuhi ekspektasi) (belum memenuhi ekspektasi) (tidak memenuhi ekspektasi) realisasi bulanan)
Meet expectations Have not meet expectations Did not meet expectations Can not be measured/monthly
realization

Pengelolaan Dana Kelapa Sawit Sustainable Management of Palm

yang Berkelanjutan Oil Funds
Persentase Pendapatan Dana yang RBA-Compliant Percentage Of Fund
Sesuai RBA Income

Persentase Pendapatan Dana yang Sesuai RBA

. RBA Compliant Fund Income Percentage

Uraian | Description Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP

Target 25% 50% 75% 100% Max/TLK

Realisasi | Realization 48,89% 149% 171% 290% Max/TLK

Capaian | Achievement 120% 120% 120% 120% Max/TLK

Dana pendapatan BPDPKS terdiri dari Pendapatan The BPDPKS revenue fund consists of Palm Oil Fund
Pungutan Dana Kelapa Sawit, Pendapatan atas Levy Revenue, Revenue on Fund Management, and
Pengelolaan Dana dan Pendapatan lain-lain. other Income.

Realisasi Pendapatan tahun 2020 sebesar Rp21,3 yang
terdiri dari Pendapatan Pungutan sebesar Rp20,3
triliun, Pendapatan Pengelolaan Dana sebesar Rp971,0
miliar, dan Pendapatan lain-lain yang berasal dari
pengembalian belanja tahun lalu dan denda sebesar
Rp32,0 miliar.
Revenue realization in 2020 amounted to Rp21.3,
consisting of Levy Revenues of Rp20.3 trillion, Fund
Management Revenues of Rp971.0 billion, and other
income derived from last year’s expenditure refunds
and fines of Rp32.0 billion.

Pendapatan BPDP Sawit dalam juta Rp | in millions of Rp

. BPDP Palm Oil Revenue

Pendapatan Pungutan Pendapatan atas

Pendapatan Lain-
Uraian Dana Sawit Pengelolaan Dana Total Pendapatan
lain
Description Palm Oil Fund Levy Revenue on Fund Total Revenue
Other Income
. .

. .

Revenue Management
.

Januari | January 1.066.412 102.830 11.644 1.180.886

Februari | February 1.058.900 104.859 5.734 1.169.494

Maret | March 1.287.367 104.245 310 1.391.922

April | April 1.343.732 108.839 49 1.452.620

Mei | May 1.125.765 103.152 1 1.228.918

Juni | June 1.413.911 101.068 332 1.515.311

Juli | July 1.705.512 66.379 2.954 1.774.845

Agustus | August 1.407.729 87.246 2.821 1.497.796

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Pendapatan BPDP Sawit dalam juta Rp | in millions of Rp

. BPDP Palm Oil Revenue

Pendapatan Pungutan Pendapatan atas

Pendapatan Lain-
Uraian Dana Sawit Pengelolaan Dana Total Pendapatan
lain
Description Palm Oil Fund Levy Revenue on Fund Total Revenue
Other Income
. .

. .

Revenue Management
.

September | September 1.551.991 65.487 2.242 1.619.720

Oktober | October 1.573.152 52.781 1.073 1.627.007

November | November 1.777.446 43.452 229 1.821.127

Desember | December 4.950.909 30.634 4.658 4.986.200

Total | Total 20.262.827 970.972 32.048 21.265.847

Pada tahun 2020 dilakukan dua kali perubahan
kebijakan tarif pungutan ekspor kelapa sawit dan
produk turunannya. Pertama Pemerintah menerbitkan
PMK Nomor 57/PMK.05/2020 tanggal 1 Juni 2020
di mana terdapat kenaikan 5 USD/ton untuk seluruh
produk kelapa sawit dan turunannya serta yang kedua
PMK Nomor 191/PMK.05/2020 sebagai perubahan
PMK Nomor 57/PMK.05/2020, yang berlaku mulai 10
Desember 2020.
In 2020, two changes to the tariff policy on export levies
for palm oil and its derivative products were made. First,
the Government issued PMK Number 57/PMK.05/2020
dated June 1, 2020 where there was an increase of 5
USD/ton for all palm oil products and their derivatives,
and the second was PMK Number 191/PMK.05/2020
as an amendment to PMK Number 57/PMK. 05/2020,
which takes effect from December 10, 2020.

Dalam PMK Nomor 191/PMK.05/2020 tersebut, tarif
pungutan ekspor produk kelapa sawit naik secara
progresif sebesar USD15 untuk produk crude oil (CPO,
CPKO dll) dan USD12,5 untuk produk turunan CPO
untuk setiap interval kenaikan harga CPO sebesar
USD25. Kenaikan tarif progresif pungutan ekspor
tersebut dimulai pada harga CPO di atas USD670 dan
harga CPO yang digunakan adalah harga referensi
Kementerian Perdagangan.
In PMK Number 191/PMK.05/2020, the export levy on
palm oil products increases progressively by USD15
for crude oil products (CPO, CPKO, etc.) and USD12.5
for CPO derivative products for each interval of USD25
increase in CPO prices. The progressive increase in
export levies starts at CPO prices above USD670 and
the CPO price used is the reference price of the Ministry
of Trade.

Dengan perubahan kebijakan di tahun 2020 tersebut,
BPDPKS mencatatkan penerimaan PNBP dari
pungutan ekspor di tahun 2020 mencapai Rp20,3
triliun, sementara penerimaan PNBP dari hasil
pengelolaan dana tercatat sebesar Rp970 miliar, dan
pendapatan lain-lain sebesar Rp32 miliar, sehingga
total penerimaan BPDPKS di tahun 2020 mencapai
Rp21,3 triliun.
With the policy change in 2020, BPDPKS recorded PNBP
receipts from export levies in 2020 reaching Rp20.3
trillion, while PNBP receipts from fund management
were recorded at Rp970 billion, and other income of
Rp32 billion, so that the total revenue of BPDPKS in in
2020 to reach Rp21.3 trillion.

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Presentase Imbal Hasil Dana Kelolaan Percentage of Return on Managed Funds

(Lebih Besar dari Referensi) (Greater Than Reference)

Persentase Imbal Hasil Dana Kelolaan

. Percentage of Return on Managed Funds

Uraian | Description Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP

Target 7% 7% 7% 7% Max/Avg

Realisasi | Realization 7,23% 8,36% 7,20% 7,09% Max/Avg

Capaian | Achievement 103% 119% 103% 101% Max/Avg

y Komposisi portofolio pada tahun 2020 adalah
sebagai berikut:
ƒ Dana Program ditempatkan pada Deposito Bank
Pemerintah BUKU 4; dan
ƒ Dana Cadangan Permanen ditempatkan pada
Deposito Bank Pemerintah BUKU 3 dan BUKU 4
dan Surat Utang Negara
y Realisasi annualized weighted average ROI sampai
dengan 31 Desember 2020 sebesar 7,09% p.a. Rata-
rata dana investasi selama periode tersebut sebesar
Rp13,5 Triliun dengan total pendapatan sebesar
Rp957,3 miliar. Posisi saldo per 31 Desember
2020 sebesar Rp5,7 triliun untuk investasi pada
Deposito dan Rp508,4 miliar untuk investasi pada
Surat Utang Negara. Dengan rata-rata suku bunga
deposito bank pemerintah BUKU 4 sampai dengan
31 Desember 2020 sebesar 5,95% p.a.
y Komitmen BPDPKS Bersama BLU lain untuk
berkontribusi dalam mengisi defisit fiskal yang
melebar melalui program bond stabilization fund
(diinisiasi oleh DJPPR). Dana disiapkan sebesar
Rp1 triliun (termasuk dana yang telah ditempatkan
dalam SUN saat ini sebesar Rp519 miliar) yang
berasal dari dana cadangan permanen.
y Mengajukan usulan rebalancing portofolio investasi
dengan Dana Program ditempatkan pada Deposito
Bank Pemerintah BUKU 3 dan BUKU 4. Pada Kuartal
4 2020 telah ditetapkan Rencana Investasi Tahunan
Tahun 2021.
y The compositions of the portfolio in 2020 are as
follows:
ƒ Program funds are placed in BUKU 4 Government
Bank Deposits; and
ƒ Permanent Reserve Funds are placed in BUKU
3 Government Bank Deposits and BUKU 4 and
Government Securities;
y Realization of annualized weighted average ROI as
of December 31, 2020 was 7.09% p.a. The average
investment fund during the period was Rp13.5 trillion
with a total income of Rp957.3 billion. The balance
position as of December 31, 2020 was Rp5.7 trillion
for investment in Time Deposits and Rp508.4 billion
for investment in Government Securities. With an
average interest rate for BUKU 4 Government Bank
Deposits as of December 31, 2020, at 5.95% p.a.
y BPDPKS’s commitment with other BLUs to contribute
to filling the widening fiscal deficit through the bond
stabilization fund program (initiated by DJPPR). Funds
are prepared in the amount of Rp1 trillion (including
funds that have been placed in Government Securities
currently amounting to Rp519 billion) originating from
permanent reserve funds.
y Submit a proposal for rebalancing the investment
portfolio with Program Funds placed in BUKU 3
and BUKU 4 Government Bank Deposits. In the 4th
Quarter of 2020, the 2021 Annual Investment Plan
has been set.

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Penetapan Harga CPO yang Stabil Stable CPO Pricing

Deviasi Target Harga CPO CPO Price Target Deviation
Harga CPO mengalami tren kenaikan di triwulan IV CPO prices experienced an upward trend in the
2020 sd Bulan Desember di mana rata-rata harga CPO 4th Quarter of 2020 up to December whereas the
sebesar USD856,3/MT naik sebesar USD159,57/MT average CPO price was USD856.3/MT, an increase
atau 23% dibanding triwulan III tahun 2020 di mana of USD159.57/MT or 23% compared to the 3 rd
harga rata-rata CPO sebesar USD 696,73/MT. Quarter of 2020 where the average CPO price was
USD696.73 /MT.

Hal ini disebabkan adanya larangan impor sawit dari This was instigated by the ban on imports of palm
Amerika Serikat ke Malaysia, potensi pengurangan oil from America to Malaysia, the potential decline in
pasokan akibat cuaca buruk (“La Nina”), kenaikan harga supply due to bad weather (the “La Nina” phenomenon),
minyak mentah dan peningkatan permintaan dari China rising crude oil prices, and increased demand from
dan India pada Desember 2020. China and India in December 2020.

Realisasi rata-rata harga CPO di tahun 2020 adalah The realization of the average CPO price in 2020 was
sebesar USD712,38/MT dengan deviasi 24,98% USD712.38/MT with a deviation of 24.98%

Deviasi Harga CPO

. CPO Price Target Deviation

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target ±15% ±15% ±15% ±15% Stab/TLK

Realisasi 28,60% (1,23%) 22,46% 24,98% Stab/TLK

. Realization

Capaian 80% 120% 90% 90% Stab/TLK

. Achievement

Harga CPO CIF Rotterdam

CPO CIF Rotterdam Price
dalam USD | in USD
962

1.000
853
833
784

900
754
736
729

696
682

800
659
637

593
566
558
556

700
571
530

541
528

531
531

513

502

496

600
500
400
Jan 19 Mar 19 May 19 Jul 19 Sep 19 Nov 19 Jan 20 Mar 20 May 20 Jul 20 Sep 20 Nov 20

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Presentase Volume Biodiesel yang Percentage Of Biodiesel Volume

Disalurkan Dalam Skema Pembiayaan Distributed Under The BPDPKS
BPDPKS Financing Scheme

Presentase Volume Biodiesel Yang Disalurkan Dalam Skema Pembiayaan BPDPKS

. Percentage of Biodiesel Volume Distributed Under the BPDPKS Financing Scheme

Uraian | Description Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP

Target 15% 30% 50% 85% Max/TLK

Realisasi | Realization 22,05% 43% 65,53% 88,28% Max/TLK

Capaian | Achievement 120% 120% 120% 104% Max/TLK

y Sesuai Kepmen ESDM Nomor 195.K/10/MEM/2020
tanggal 8 Oktober 2020, terdapat perubahan
besaran jumlah alokasi biodiesel tahun 2020 yang
semula 9.590.131 Kilo liter diubah menjadi sebesar
9.547.506 Kiloliter, karena adanya penurunan
penjualan solar sebagai salah satu dampak
pandemic Covid-19.
y Telah diterbitkan Keputusan Menteri ESDM Nomor
252.K/100/MEM/2020 tentang Penetapan BU BBM
dan BU BBN Jenis Biodiesel serta Alokasi Besaran
Volume untuk Pencampuran BBM Jenis minyak
Solar periode Januari-Desember 2021. Total alokasi
Biodiesel tahun 2021 sebesar 9.200.000 kL yang
dilakukan oleh 20 BU BBM dan 20 BU BBN.
y Titik serah penyaluran Biodiesel dari BU BBN
kepada BU BBM juga telah ditetapkan melalui surat
Dirjen Migas Nomor 12729/10/DJM/2020 Tanggal
23 Desember 2020, yaitu sebanyak 48 Titik Serah
di PT Pertamina dan 34 Titik Serah BU BBM lainnya.
y According to the Decree of the Minister of Energy
and Mineral Resources No. 195.K/10/MEM/2020
dated October 8, 2020, there is a change in the
amount of biodiesel allocation in 2020 from
9,590,131 Kiloliters to 9,547,506 Kiloliters, due to
the decline in diesel sales as one of the impacts of
the Covid-19 pandemic.
y The Decree of the Minister of Energy and Mineral
Resources No. 252.K/100/MEM/2020 has been issued
regarding the Determination of BU BBM and BU BBN
for Biodiesel Type and Volume Allocation for Mixing Fuel
Types of Diesel Oil for the period of January-December
2021. The total allocation of Biodiesel in 2021 is
9,200,000 kL carried out by 20 BU BBM and 20 BU BBN.
y The Delivery Points for the distribution of Biodiesel
from BU BBN to BU BBM has also been determined
through the letter of the Director General of Oil and
Gas No. 12729/10/DJM/2020 on December 23, 2020,
as many as 48 Delivery Points at PT Pertamina and
34 other BU BBM Delivery Points.

Tercatat pada Tahun 2020 Realisasi Volume Penyaluran It was registered that in 2020, the Realization of Biodiesel
Biodiesel mencapai 8.398.761 kilo Liter. Distribution Volume reached 8,398,761 kiloLiters.

Penyaluran Dana Program Biodiesel Tahun 2020

. Distribution of Biodiesel Program Funds in 2020

Volume Realisasi Penyaluran Pembayaran selisih HIP Biodiesel

Volume yang
Uraian Biodiesel* (Kilo Liter) dengan HIP Solar *** (juta Rp)
Dibayarkan (Liter)
Description Biodiesel Distribution Realization Payment of the difference between HIP
Paid Volume (Liters)
.

. .

Volume* (KiloLiters) Biodiesel and HIP Solar *** (million Rp)

.

Januari | January 698.808 0 0

Februari | February 764.969 307.915.912 312.509

Maret | March 790.415 687.575.361 778.265

April | April 652.716 425.968.156 733.127

Mei | May 675.143 984.418.548 2.367.655

Juni | June 643.187 1.651.279.261 5.633.375

Juli | July 733.325 36.433.062 150.827

Agustus | August 674.207 776.089.958 3.273.067

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Penyaluran Dana Program Biodiesel Tahun 2020

. Distribution of Biodiesel Program Funds in 2020

Volume Realisasi Penyaluran Pembayaran selisih HIP Biodiesel

Volume yang
Uraian Biodiesel* (Kilo Liter) dengan HIP Solar *** (juta Rp)
Dibayarkan (Liter)
Description Biodiesel Distribution Realization Payment of the difference between HIP
Paid Volume (Liters)
.

. .

Volume* (KiloLiters) Biodiesel and HIP Solar *** (million Rp)

.

September | September 723.910 687.856.745 3.742.054

Oktober | October 691.204 435.078.095 2.152.475

November | November 684.619 846.715.827 3.772.647

Desember | December 666.258 1.067.475.654 5.090.956

Total | Total 8.398.761 7.906.806.579 28.006.958

*) Volume penyaluran berdasarkan sistem aplikasi https://program-biodiesel.bpdp.or.id/ dan sesuai dengan hasil rekonsiliasi Volume yang dibayar termasuk
penyaluran 2019.
***) Pembayaran dana insentif baru dibayarkan mulai Februari 2020.

y BPDPKS telah berkoordinasi dengan pihak-pihak
terkait untuk Pengembangan Biofuel yaitu Kajian
B40 yang dikoordinir oleh Balitbang Kementerian
ESDM dan kajian Co-Processing untuk pembuatan
Green Fuel. Terkait Kajian Co-Processing untuk
pembuatan Green Fuel ada dua kajian yaitu
“Pengujian Produk hasil co-processing untuk
Produksi Green-Fuels” oleh PPPTMGB Lemigas dan
“Inovasi Lanjut Katalis dan Teknologi Merah-Putih”
oleh LPIK ITB.
y Besaran konversi pada formula HIP BBN Jenis
Biodiesel bulan Mei s.d Agustus 2020 ditetapkan
Menteri ESDM sebesar $80/ton, untuk bulan
September sampai dengan Desember 2020 sesuai
hasil rapat Komite Pengarah BPDPKS, menjadi $85/
ton.
y Proses penagihan dan pembayaran Dana Insentif
Biodiesel telah menggunakan sistem Aplikasi
Biodiesel (https://program-biodiesel.bpdp.or.id/)
telah dimulai dari tanggal 7 September 2020,
namun masih diperlukan perbaikan secara berkala.
y BPDPKS has coordinated with related parties for
Biofuel Development, namely the B40 Study, which
was coordinated by the Agency of Research and
Development For Energy and Mineral Resources
of MEMR and Development Agency and the Co-
Processing study for the manufacture of Green
Fuel. Regarding the Co-Processing Study for the
manufacture of Green Fuel, there are two studies, they
are “Product Testing of the results of co-processing
for Green-Fuels Production” by PPPTMGB Lemigas,
and “Advanced Innovation of Catalysts and Red-White
Technology” by LPIK ITB.
y The amount of conversion in the Biodiesel Type
HIP formula for May to August 2020 is set by the
Minister of EMR at $80/ton, for September to
December 2020 according to the results of the
BPDPKS Steering Committee meeting, becoming
$85/ton.
y The process for billing and paying for the Biodiesel
Incentive Fund has been using the Biodiesel
Application system (https://program-biodiesel.
bpdp.or.id/) which has started on September 7, 2020,
however, periodic improvements are still needed.

Pelayanan Publik yang Prima Excellent Public Service

Indeks Kepuasan Layanan Pelanggan Customer Service Satisfaction Index

Indeks Kepuasan Pengguna Layanan

. Service User Satisfaction Index

Uraian | Description Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP

Target - - - 3,4 MAX/TLK

Realisasi | Realization - - - 3,6 MAX/TLK

Capaian | Achievement N/A N/A N/A 104,41% MAX/TLK

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Indeks Kepuasan Pengguna Jasa Mengukur kepuasan
pengguna jasa BPDPKS dan pihak lain yang terkait
langsung dengan penghimpunan, pengelolaan dan
penyaluran dana sawit BPDPKS. Pengguna jasa
meliputi petani kelapa sawit, asosiasi kelapa sawit,
organisasi sosial, perusahaan kelapa sawit, koperasi,
usaha kecil dan menengah, kementerian/lembaga,
lembaga pendidikan, lembaga penelitian, bank dan
penyedia barang/jasa lainnya.
Capaian IKU diukur dengan melakukan survei
kepuasan pengguna jasa yang dilakukan oleh BPDPKS
yang diikuti oleh perwakilan dari stakeholder kegiatan
Penghimpunan Dana, Penyaluran Dana, dan Penyedia
Jasa yang melakukan kerja sama kegiatan dengan
BPDP Kelapa sawit.
Adapun target capaian indeks kepuasan stakeholder
atas layanan BPDPKS tahun 2020 adalah sebesar 3,4
(skala 4). Capaian Indeks Kepuasan Pengguna Layanan
tahun 2020 BPDPKS sebesar 3,55 (skala 4).
Indeks Implementasi Layanan Konsultasi
Call Center BPDPKS Secara Berkualitas
Dan Tepat Waktu
Indeks Implementasi Layanan Konsultasi Call Center BPDPKS Secara Berkualitas dan Tepat Waktu
. Index of Quality and Timely Implementation of BPDPKS Call Center Consulting Services
Uraian
. Description
Target
Realisasi
. Realization
Capaian
. Achievement
Total rekapitulasi atas panggilan masuk kepada Call
Center 14036 bulan Januari s.d Desember 2020 adalah
sebanyak 72 panggilan masuk, dengan rincian:
y Panggilan masuk pada jam kerja (08.00 – 17.00
Wib) sebanyak 72 panggilan dengan 66 panggilan
terjawab dan 6 panggilan tidak terjawab.
y Tidak ada panggilan masuk di luar jam kerja.
Dari 66 panggilan yang masuk ke Call Center 14036,
terdapat 41 pertanyaan yang terdiri dari:
y 15 pertanyaan masuk terkait pungutan dana sawit;
y pertanyaan masuk terkait Peremajaan Sawit Rakyat
(PSR);
y 14 pertanyaan masuk terkait mandatory B30;
y 5 pertanyaan masuk terkait BPDP; dan
y 1 pertanyaan masuk terkait Dana Riset.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
Management Discussion and Analysis BPDPKS Good Governance
Service User Satisfaction Index measures the
satisfaction of BPDPKS service users and other parties
directly related to BPDPKS activities which consist of
collecting, managing, and distributing palm oil plantation
funds. Service users include Palm Oil Farmers, Palm
Oil Associations, Community Institutions, Palm Oil
Companies, Cooperatives, SMEs, Ministries/Institutions,
Educational Institutions, Research Institutes, Banking,
and Goods/Services Providers.
KPI achievement was measured through the
implementation of a service user satisfaction survey
conducted by BPDPKS which was attended by
representatives of stakeholders from Fundraising,
Funding, and Service Providers who collaborated with
BPDP Palm Oil.
The target for achieving the stakeholder satisfaction
index for BPDPKS services in 2020 was 3.4 (on the scale
of 4). The achievement of the Service User Satisfaction
Index in 2020 BPDPKS was 3.55 (on the scale of 4).
Quality And Timely Implementation
Index Of BPDPKS Call Center Consulting
Services
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
3 3 3 3 Max/TLK
3,90 3,95 3,96 3,98 Max/TLK
120% 120% 120% 120% Max/TLK
The total recapitulation of calls to 14036 Call Center
from January to December 2020 was 72 incoming calls,
with details as follows:
y Incoming calls during working hours (08.00 – 17.00
WIB) were 72 calls with 66 answered calls and 6
missed calls.
y No incoming calls outside business hours.
From 66 incoming calls to the 14036 Call Center, there
were 41 inquiries consisting of:
y 15 incoming inquiries related to the collection of
palm oil funds;
y incoming inquiries related to People’s Palm Oil
Replanting (PSR);
y 14 incoming inquiries related to mandatory B30;
y 5 incoming inquiries related to BPDP; and
y 1 incoming inquiry related to Research Fund.
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Selama Pandemi Covid-19, Call Center BPDPKS
14036 tetap memberikan pelayanan prima kepada
stakeholder, namun terdapat sedikit penyesuaian
dengan memberlakukan piket kepada agent call center
yang bertugas sehingga total agent yang bertugas
hanya 2 orang. Mulai bulan Juli 2020 seluruh agent call
center sudah kembali bertugas normal.
During the Covid-19 Pandemic, the BPDPKS 14036
Call Center continued to serve nevertheless enforced
shift scheduling for the call center agent on duty
so that the total agent on duty was only 2 people.
Starting in July 2020 all call center agents have
returned to normal duty.

Perumusan Kebijakan yang Optimal Policy Formulation

Optimal
Indeks Ketepatan Waktu Penyelesaian Index of Timeliness of Policies/
Kebijakan/Peraturan Sesuai Regulations Completion in Accordance
Rekomendasi Apparat Pemeriksa dan/ with the Recommendations of the
atau Pembina Examining Apparatus and/or Supervisors

Indeks Ketepatan Waktu Penyelesaian Kebijakan/Peraturan Sesuai Rekomendasi Apparat

Pemeriksa dan/atau Pembina
Index of Timeliness of Policies/Regulations Completion in Accordance with the Recommendations of the Examining Apparatus and/or
.

Supervisors

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target - 3 - 3 Max/AVG

Realisasi - 3 - 4 Max/AVG
. Realization

Capaian N/A 100% - 120% Max/AVG

. Achievement

y IKU yang telah diperoleh tersebut digunakan untuk
mengukur penyelesaian tindak lanjut atas temuan
dari aparat pemeriksa yaitu Inspektorat Jenderal
Kementerian Keuangan serta tim pembinaan yang
terdiri yaitu Direktorat SMI yang mengeluarkan
rekomendasi penyusunan peraturan / kebijakan,
baik berupa peraturan, keputusan, SOP maupun
semacamnya.
y Sampai dengan akhir bulan Desember 2020,
rekomendasi Itjen & Dit SMI berupa penyusunan
peraturan yang telah diselesaikan BPDPKS adalah:
ƒ Sistem pengelolaan kinerja;
ƒ Mekanisme grading;
ƒ Board manual; dan
ƒ SOP pengelolaan dana & penyaluran dana.
y This KPI is to measure the completion of follow-up
actions on the findings of the auditing apparatus,
which was the Inspectorate General of the Ministry
of Finance and a coaching team consisting of the
Directorate of SMI which issues recommendations
for the preparation of regulations/policies, in the
form of regulations, decisions, SOPs or the like.
y Until December 2020, the recommendations of
the Inspectorate General & Directorate of SMI in
the form of drafting regulations that have been
completed by BPDPKS are:
ƒ Performance management system;
ƒ Grading mechanism;
ƒ Board Manual; and
ƒ SOP for fund management & fund distribution.

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Komunikasi Publik yang Efektif Effective Public Communication

Persentase Persepsi Positif Media Percentage of Positive Perceptions from
Massa Terhadap Kelapa Sawit Indonesia The Mass Media Towards Indonesian
Palm Oil

Persentase Persepsi Positif dari Media Massa tentang Sawit

. Percentage of Positive Perceptions from Mass Media on Palm Oil

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target 50% 50% 50% 50% AVG/TLK

Realisasi 91,79% 64,16% 81,64% 81,36% AVG/TLK

. Realization

Capaian 183,58% 128,32% 163,28% 162,72% AVG/TLK

. Achievement

Sasaran penyaluran dana promosi dan kemitraan
perkebunan kelapa sawit adalah untuk menjalin
hubungan kemitraan, pelaksanaan diplomasi &
advokasi sawit, dan hubungan kelembagaan dengan
mitra strategis. Salah satu tujuannya penyaluran
dana promosi perkebunan kelapa sawit adalah untuk
meningkatkan citra nilai produk sawit. Pengukuran
kinerja ini dilakukan melalui perhitungan persentase
net sentiment (positif-negatif) dari data sentiment
media massa di dalam negeri terhadap sawit.
The target of fund distribution for promotion and
partnership for palm oil plantations is to establish
partnerships, implement diplomacy & advocacy for palm
oil, and institutional relationships with strategic partners.
One of the aims of distributing funds for the promotion of
palm oil plantations is to increase the image of the value
of palm oil products. This performance measurement is
carried out by calculating the percentage of net sentiment
(positive-negative) from sentiment data of domestic mass
media towards palm oil.

Ukuran sentiment media massa diperoleh dari data
media monitoring yang dilakukan secara real time oleh
BPDPKS. Target persentase persepsi positif di media
massa terhadap sawit untuk Triwulan IV tahun 2020
adalah sebesar 50%.
The measure of mass media sentiment is acquired
from media monitoring data carried out in real time by
BPDPKS. The target percentage of positive perceptions
in the mass media towards palm oil for the 4th Quarter
of 2020 ws 50%.

Berdasarkan data sentimen pemberitaan dari media
monitoring periode s.d. Desember 2020, capaian
persepsi positif media tentang sawit di media massa
periode triwulan IV tahun 2020 adalah sebesar 81,36%.
Adapun data persentase sentimen media periode
Januari s.d. Desember tahun 2020 sebagaimana
dijelaskan pada tabel berikut:
Based on news sentiment data from the monitoring
media for the period up to December 2020, the
achievement of positive media perceptions about palm
oil in the mass media for the 4th Quarter of 2020 was
81.36%. The percentage of media sentiment data for
the period of January up to December 2020 as shown in
the following table:

Net Sentimen 2020

. Net Sentiment 2020

Uraian
2020
. Description

Januari | January 107,12%

Februari | February 109,55%

Maret | March 58,71%

April | April 46,07%

Mei | May 3,68%

145
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Net Sentimen 2020

. Net Sentiment 2020

Uraian
2020
. Description

Juni | June 59,86%

Juli | July 209%

Agustus | August 93,58%

September | September 78,77%

Oktober | October 50,11%

November | November 61,05%

Desember | December 98,84%

Rata-rata Net Sentimen | Average Net Sentiment 81,36%

Net Sentimen
Net Sentimen
250.00%

200.00%

150.00%

100.00%

50.00%

0.00%
Jan Feb Mar Apr Mei Jun Jul Agu Sep Oct Nov Dec

Kerjasama Promosi dan Optimal Promotion and

Kemitraan yang Optimal Partnership Cooperation
Presentase Tindak Lanjut Program Percentage Of Partnership Program
Kemitraan Follow-Up

Persentase Tindak Lanjut Program Kemitraan

. Percentage of Partnership Program Follow-up

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target - 60% - 60% MAX/TLK

Realisasi - 80% - 80% MAX/TLK

. Realization

Capaian N/A 120% N/A 120% MAX/TLK

. Achievement

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pelaksanaan pengukuran IKU ini didasarkan
pada banyaknya rekomendasi yang diperoleh dari
kegiatan promosi dan mitra yang telah dilakukan
dan ditindaklanjuti oleh BPDPKS. Jenis pemantauan
tersebut dapat berupa kegiatan promosi kelapa sawit
lainnya, melakukan kajian/survei, kegiatan diplomasi
dan advokasi kelapa sawit, proposal atau konsep buku/
aturan, kebijakan terkait kelapa sawit dan kegiatan
lainnya.
Selain itu juga terdapat rekomendasi yang dapat
berasal dari kementerian/lembaga, asosiasi kelapa
sawit, perusahaan kelapa sawit, usaha kecil menengah
(UKM) dan koperasi kelapa sawit, serta aspek terkait
promosi kelapa sawit oleh organisasi sosial, yaitu:
Meningkatkan citra produk sawit, perluasan pasar
ekspor sawit, penyediaan informasi pasar sawit,
peningkatan investasi perkebunan, budidaya sawit dan
pengembangan sentra pemasaran produk sawit.
BPDPKS telah menetapkan target 5 kegiatan per
semester pada tahun 2020. Sampai dengan Juni 2020
(Semester I), jumlah rekomendasi yang ditindaklanjuti
sebanyak 4 kegiatan atau 80%. Untuk Semester
II, target kegiatan sebanyak 5 buah. Tindak lanjut
Kegiatan Kemitraan yang telah dilaksanakan Sampai
dengan periode Desember 2020 sebanyak 4 kegiatan
atau sebesar 80%. Dengan rincian kegiatan tindak
lanjut kegiatan sebagai berikut:
1. Dukungan pembiayaan Eksternal dan Internal
Expert dalam rangka penguatan argumentasi
scientific Pemerintah Indonesia terkait gugatan
atas pemberlakuan regulasi RED II dan Delegated
Regulation oleh Uni Eropa di forum WTO.
Penunjukkan Eksternal dan Internal Expert ini
merupakan rekomendasi kuasa hukum dan
Kementerian terkait selama proses pengajuan
sengketa yang telah dimulai sejak akhir tahun 2019;
2. Pelaksanaan kegiatan Launching dan Penyerahan
Handsanitizer dan Handsoap berbahan sawit kepada
BLU Kesehatan. Kegiatan ini merupakan tindak lanjut
dari kerja sama penelitian dan produksi Handsaniizer
dan Handsoap antara BPDPKS dan SBRC IPB;
3. Pelaksanaan Pengembangan Potensi Santripreneur
Berbasis Sawit sebagai tindak lanjut kerjasama
pengembangan UKMK Sawit dengan Universitas
Indonesia;
4. Dukungan pendanaan publikasi jurnal kelapa
sawit IJOP kerja sama dengan MAKSI, sebagai
tindak lanjut kegiatan tahun 2019 dan rekomendasi
Kementerian Perdagangan dan Kementerian Luar
Negeri untuk dukungan jurnal internasional dalam
rangka diplomasi sawit internasional.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
The implementation of this KPI measurement is based
on the number of recommendations resulting from the
Promotion and partnership activities that have been
implemented which are followed up by BPDPKS. The
form of follow-up as referred in can be in the practice of
other palm oil promotion activities, conducting studies/
surveys, palm oil diplomacy and advocacy activities,
proposals or concepts of policies/regulations related to
palm oil, and others.
In addition, there are also recommendations that may
originate from the Ministries/Institutions, Palm Oil
Associations, Palm Oil Companies, Small and Medium
Enterprises (SMEs) and Palm Oil Cooperatives, as well
as Social Institutions relating to aspects of palm oil
promotion, such as: Improving the Image of Palm Oil
Products, Expansion of the Palm Oil Export Market,
Provision of Palm Oil Market Information, Increasing
Investment in Palm Oil Plantations, and Development
of Marketing Center for Palm Oil Commodities.
BPDPKS has set a target for the number of
recommendations to be followed up, which are 5
activities per semester in 2020. As of June 2020
(Semester I), the number of recommendations that are
followed up are 4 activities or 80%. For Semester II, the
target of activities is 5. Partnership Activities follow-up
that has been carried out up to the period of December
2020 as many as 4 activities or 80%. The details of the
follow-up activities are as follows:
1. External and Internal Expert sponsorship in
order to strengthen the Indonesian Government’s
scientific argument regarding the lawsuit against
the implementation of the RED II regulation and the
Delegated Regulation by the European Union in the
WTO forum. The appointment of External and Internal
Experts is a recommendation from Legal Counsel
and related Ministries during the dispute submission
process which has started since the end of 2019;
2. Launching and handing over of hand sanitizer
and hand soap made from palm oil to BLU Health.
This activity is a follow-up to the collaboration
in research and production of Handsaniizer and
Handsoap between BPDPKS and SBRC IPB;
3. Implementation of Palm Oil-Based Santripeneur
Potential Development as a follow-up to the
cooperation in the development of Palm Oil Small and
Medium Enterprises with the University of Indonesia;
4. Sponsorship for the publication of the IJOP palm oil
journal in collaboration with MAKSI, as a follow-up
to 2019 activities and recommendations from the
Ministry of Trade and the Ministry of Foreign Affairs
to support international journals in the context of
international palm oil diplomacy.
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 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Penyaluran Dana Kemitraan BPDPKS Tahun 2020 dalam juta Rp | in millions of Rp

. Distribution of BPDPKS Partnership Funds in 2020

Uraian Realisasi Kemitraan Total Penyaluran Dana Kemitraan

. Description . Partnership Realization . Total Partnership Fund Disbursement

Januari | January - -

Februari | February 342 342

Maret | March 766 766

April | April 130 130

Mei | May 827 827

Juni | June 4.610 4.610

Juli | July 873 873

Agustus | August 3.567 3.567

September | September 548 548

Oktober | October 3.805 3.805

November | November 1.536 1.536

Desember | December 8.776 8.776

Total | Total 25.779 25.779

Pada tahun 2020 jumlah realisasi kegiatan Kemitraan
dan Promosi adalah sebesar 34 kegiatan, serta telah
melampaui target yang telah ditetapkan pada tahun
2019 yakni sebanyak 24 kegiatan. Berikut adalah rincian
kegiatan yang telah direalisasikan oleh BPDPKS, antara
lain:
1. Sosialisasi Biodiesel bagi Netizen di Denpasar, Bali;
2. FGD Penyusunan Posisi Pemerintah Dalam Rangka
Gugatan RED II ke WTO Kerja Sama dengan
Kemendag;
3. Kampanye Sawit Bagi Milenial Tahap V di Makassar;
4. Dukungan Pendanaan Indespo 2019 media Sawit
Indonesia;
5. Dukungan Pendanaan kegiatan International
Conference on Sustainable Biomass di Lampung;
6. Kampanye Sawit Bagi Milenial Tahap VI di Denpasar;
7. Partisipasi peserta pada IPOC 2019 di Bali;
8. Partisipasi Delegasi dan Dukungan Pendanaan
Pameran Sawit pada 2nd China International Import
Expo;
9. Pembekalan Materi Kelapa Sawit kepada Peserta
Diklat Sesparlu Angkatan Ke-63 Kemenlu;
10. Dukungan Pendanaan Delegasi pada 2nd MMOPC
CPOPC dan PIPOC di Malaysia;
11. Dukungan Pendanaan Kegiatan Indonesia Biodiesel
Leader Forum kerja sama dengan APROBI;
In 2020 the number of realized Partnership and
Promotion activities were 34 activities, and had
exceeded the target set in 2019 which were 24 activities.
The following are activities that have been realized by
BPDPKS, among others:
1. Biodiesel socialization for Netizens in Denpasar, Bali;
2. FGD Preparation of the Government’s Position in the
Context of RED II Lawsuit to the WTO in Cooperation
with the Ministry of Trade;
3. Palm Oil Campaign for Millennials Phase V in
Makassar;
4. Sponsorship for Indonesian Palm Oil Media Indespo
2019;
5. Sponsorship for the International Conference on
Sustainable Biomass in Lampung;
6. Palm Oil Campaign for Millennials Phase VI in
Denpasar;
7. Participation at IPOC 2019 in Bali;
8. Delegation Participation and Sponsorship for Palm
Oil Exhibition at the 2nd China International Import
Expo;
9. Provision of Palm Oil Materials to the 63rd Batch of
Sesparlu Training Participants of the Ministry of
Foreign Affairs;
10. Sponsorship for Delegations at the 2nd MMOPC
CPOPC and PIPOC in Malaysia;
11. Sponsorship for Indonesia Biodiesel Leader Forum
in collaboration with APROBI;

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
12. Rapat konsultasi pemerintah Rl dalam rangka
gugatan RED II dan Delegated Act Hue 2019;
13. Dukungan Pendanaan Kegiatan Talkshow
Sawipreneur kerjasama dengan PASPI;
14. Placement artikel positif sawit di Harian Kompas;
15. Kampanye Sawit Bagi Milenial Tahap VII di Malang;
16. Rapat Finalisasi penyusunan Annual Report
BPDPKS Tahun 2018;
17. Dukungan pendanaan forum diskusi Biodiesel B-100
kerja sama dengan DMSI tanggal 17 Desember 2019;
18. Konferensi Pers BPDPKS tanggal 20 Desember 2019;
19. Dukungan Pendanaan Jasa Konsultan Hukum dalam
rangka pendampingan penyelidikan Anti Subsidi
produk Biodiesel Indonesia oleh di Uni Eropa;
20. Dukungan Pendanaan Jasa Konsultan Hukum dalam
rangka gugatan pengenaan Anti Dumping Duty dan
Countervoiling Duty produk Biodiesel Indonesia
oleh Amerika Serikat;
21. Dukungan Pendanaan Pembiayaan Jasa Konsultan
Hukum dalam rangka gugatan regulasi RED II di
WTO;
22. Pelaksanaan Survei Kepuasan Pengguna Layanan
BPDPKS Tahun 2019;
23. Dukungan pendanaan Gatra Award.
24. Dukungan pendanaan webinar Majalah Agrina;
25. Kegiatan DigiTalk Sawit Tahap VII wilayah Sulawesi,
Bali, dan Nusa Tenggara;
26. Press Conference terkait kenaikan tarif pungutan
layanan BPDPKS;
27. Media Briefing terkait pengelolaan perkebunan dan
industri kelapa sawit yang berkelanjutan.
28. Publikasi program BPDPKS kerja sama dengan
Metro TV (Program Nation).
29. Placement dan Publikasi artikel positif di Media
Massa.
30. Press Conference akhir tahun BPDPKS: Evaluasi
2020 dan Outlook 2021.
31. Seminar kerjasama APKASINDO di Kalimantan
Barat.
32. Pembayaran tahap IV kerja sama kampanye positif
sawit di Uni Eropa kerjasama dengan DCI Group.
33. Publikasi Sawit di Majalah Gatra edisi Desember
2020.
34. Publikasi Sawit di Majalah Hortus edisi Desember
2020
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
12. Consultation meeting with the Government of
Indonesia in the context of the lawsuit for RED II and
the Delegated Act Hue 2019;
13. Sponsorship for the Sawitpreneur Talkshow in
collaboration with PASPI;
14. Plocement of positive palm oil articles in Kompas
Daily;
15. Palm Oil Campaign for Millennials Phase VII in Malang;
16. Finalization Meeting for the preparation of BPDPKS
Annual Report 2018;
17. Sponsorship for the B-100 Biodiesel discussion forum
in collaboration with DMSI on December 17, 2019;
18. BPDPKS Press Conference on December 20, 2019;
19. Sponsorship for Legal Consultant Services in the context
of assisting the investigation of Anti-Subsidies for
Indonesian Biodiesel products by the European Union;
20. Sponsorship for Legal Consultant Services in
the context of a lawsuit for the imposition of
Anti-Dumping Duty and Countervoiling Duty for
Indonesian Biodiesel products by the United States;
21. Sponsorship for Legal Consultant Services
Financing in the context of lawsuits against the RED
II regulation at the WTO;
22. Implementation of BPDPKS Service User
Satisfaction Survey 2019;
23. Gatra Award Sponsorship.
24. Agrina Magazine webminar Sponsorship;
25. Palm Oil DigiTalk Activities Phase VII in Sulawesi,
Bali, and Nusa Tenggara;
26. Press Conference related to the increase in BPDPKS
service levy rates;
27. Media Briefing related to sustainable management
of palm oil plantations and industry;
28. Publication of BPDPKS program in collaboration
with Metro TV (Program Nation);
29. Placement and publication of positive articles in the
Mass Media;
30. BPDPKS year-end Press Conference: Evaluation
2020 and Outlook 2021;
31. APKASINDO cooperation seminar in West
Kalimantan;
32. Payment for the 4th Phase of the positive campaign
for palm oil in the European Union in collaboration
with the DCI Group;
33. Publication of Palm Oil in the December 2020
edition of Gatra Magazine;
34. Palm Oil Publication in Hortus Magazine December
2020 issue.
149
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights
Penyaluran Dana Sawit yang
Efektif
Persentase Penyaluran Dana
Peremajaan Sawit Rakyat Yang Tepat
Waktu
Penyaluran Dana Sawit yang Efektif
. Effective Distribution of Palm Oil Funds
Uraian
Q1
. Description
Target 100%
Realisasi 100%
. Realization
Capaian 100%
. Achievement
Sesuai dengan Perpres Nomor 24 Tahun 2016
(perubahan Perpres Nomor 61 Tahun 2015), alokasi
penyaluran dana replanting (peremajaan) kebun kelapa
sawit merupakan salah satu bagian dari program sawit
berkelanjutan yang bertujuan untuk meningkatkan
produktivitas perkebunan kelapa sawit dan luasan
lahan sawit yang diremajakan.
Secara keseluruhan, total penyaluran pembiayaan
peremajaan kelapa sawit rakyat adalah Rp 2,7 triliun
dengan luas 94.033 hektar. Anggaran pelaksanaan
program peremajaan kelapa sawit yang meliputi
persiapan replanting, verifikasi replant, pendanaan
PSR Fund dan PSR Monev sebesar Rp2,7 triliun.
Sampai dengan triwulan IV tahun 2020 telah
diselesaikan rekomendasi teknis yang masuk dari
Direktorat Jenderal Perkebunan, Kementerian
Pertanian ke BPDPKS sebanyak 535 Rekomendasi
dari 539 rekomendasi teknis yang diterima pada
periode pelaporan, sebanyak 4 rekomtek dikembalikan/
dibatalkan karena kesalahan administrasi.
Pada Bulan Desember 2020 telah dilakukan pencairan
sebanyak 119 rekomtek dengan nilai keseluruhan
sebesar Rp 683,9 miliar. Terkait surveyor dalam rangka
monitoring dan evaluasi pelaksanaan peremajaan sawit
rakyat telah dibayarkan dengan hasil Monev yang telah
dilakukan sebanyak 500 kelembagaan tani. Sementara
itu, surveyor sebagai bagian dari percepatan persiapan
PSR akan diberikan waktu 50 hari kerja pada 2021
untuk mencapai target kontrak.
150
Profil BPDPKS
Management Report BPDPKS Profile
Effective Distribution of Palm Oil
Funds
Percentage Of Timely Distribution Of
Community Palm Oil Rejuvenation Funds
Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
100% 100% 100% Max/TLK
100% 100% 100% Max/TLK
100% 100% 100% Max/TLK
In accordance with Presidential Regulation Number 24
of 2016 (amendment to Presidential Regulation Number
61 of 2015), the distribution of funds for replanting
(rejuvenation) of palm oil plantations is part of the
sustainable palm oil program which aims to increase
the productivity of palm oil plantations and the area of​​
replanted palm oil.
Overall, the total disbursement of funds for the
financing of smallholder palm oil rejuvenation was
Rp2.7 trillion with a land area of ​​ 94,033 ha. The
realization of the Palm Oil Plantation Rejuvenation
Program budget, which consists of Preparation for
Rejuvenation, Verification of Rejuvenation, Financing of
PSR Funds, and PSR Monev was Rp2.7 trillion.
Until the 4th Quarter of 2020, 535 technical
recommendations received from the Directorate
General of Plantation, Ministry of Agriculture to
BPDPKS have been completed. Out of 539 technical
recommendations received in the reporting period, 4
rekomtek were returned/cancelled due to administrative
errors.
In December 2020, 119 rekomtek were disbursed with
a value of Rp683.9 billion. Regarding surveyors for
surveyors in the context of monitoring and evaluating
the implementation of smallholder palm oil rejuvenation,
have been paid with the results of the Monev that has
been carried out as many as 500 farmer institutions.
Meanwhile, surveyors in the context of accelerating
PSR preparation will be given 50 working days in 2021
to meet the target in the contract.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Realisasi Penyaluran Peremajaan Tahun 2020 dalam juta Rp | in millions of Rp

. Rejuvenation Distribution Expenses 2020

Penyaluran Dana Bahan Pendukung Penyaluran Total Penyaluran

Uraian Replanting Volume (Ha) Dana Replanting Program Replanting
. Description Distribution of
.
. Volume (Ha) . Supporting Materials for Replanting . Total Replanting Program
Replanting Funds Funds Distribution Distribution

Juni | Juni - - 12,402 12,402

Februari | February 43.655 1.726 48.727 92.382

Juni | March 388.656 15.565 468 389.124

April | April 320.851 12.834 321 321.171

Mei | May - - 142 142

Juni | Juni 164.707 5.492 - 164.707

Juli | July - - 61 61

Agustus | August 268.989 8.966 87 269.076

September | 673.040 22.435 10 673.049

September

Oktober | October 59 - 92 151

November | 126.567 4.219 - 126.567

November

Desember | 683.878 22.796 7.462 691.340

December

Total | Total 2.670.403 94.033 57.381 2.727.784

Persentase Pengelolaan Program Percentage of Management of Palm Oil

Pengembangan SDM Sawit HR Development Program

Persentase Pengelolaan Program Pengembangan SDM Sawit

. Percentage of Management of Palm Oil HR Development Program

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target 30% 50% 80% 100% Max/TLK

Realisasi 60% 60% 135% 118% Max/TLK

. Realization

Capaian 120% 120% 120% 118% Max/TLK

. Achievement

Tercatat sampai dengan 31 Desember 2020, telah
dilaksanakan pengelolaan program SDM kelapa sawit
sebanyak 59 Paket Kegiatan di 6 (enam) Lembaga
Pendidikan sebagai berikut:
y 20 Paket Program Pendidikan D1 (2019-2020) di
AKPY;
y 14 Paket program pendidikan D3 (2017-2020) dan
2 paket Program pendidikan D4 (2019 dan 2020) di
LPP;
As of December 31, 2020, the management of the palm
oil HR program has been carried out as many as 59
Packages of Activities in 6 (six) Educational Institutions
as follows:
y 20 D1 Education Program Packages (2019-2020) at
AKPY;
y 14 packages of D3 education programs (2017-2020)
and 2 packages of D4 education programs (2019
and 2020) at LPP;

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2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

y 10 paket program pendidikan D3 (2018-2020) di y 10 packages of D3 education programs (2018-2020)

Politeknik at the Polytechnic
y CWE dan 2 paket program pendidikan D4 (2019- y CWE and 2 packages of D4 education programs
2020) (2019-2020)
y 4 Paket program pendidikan D4 (2019-2020) di y 4 Packages of D4 education programs (2019-2020)
STIPAP, at STIPAP,
y 6 paket program pendidikan D3 (2019-2020) di y 6 packages of D3 education programs (2019-2020)
Poltek Kampar; serta at Poltek Kampar; as well as
y 1 paket program pendidikan D3 (2020) di ITSB. y 1 package of D3 education program (2020) at ITSB.

Realisasi Penyaluran Pengembangan SDM Sawit dalam juta Rp | in millions of Rp

. Realization of Palm Oil HR Development Distribution

Penyaluran dana Dukungan Penyaluran Dana

Total Penyaluran Dana Program
pengembangan SDM Dukungan pengembangan SDM
Uraian Pengembangan SDM Sawit
Sawit Sawit
Description Total Distribution of Palm Oil HR
Distribution of Palm Oil Support of Palm Oil HR Development
.

Development Fund
. .

HR Development Funds Support Fund Distribution

Januari | January 1.243 - 1.243

Februari | February 1.423 - 1.423

Maret | March 2.191 18 2.209

April | April 9.960 - 9.960

Mei | May 3.845 - 3.845

Juni | June 1.328 11 1.339

Juli | July 1.327 - 1.327

Agustus | August 1.793 - 1.793

September | September 1.591 - 1.591

Oktober | October 4.350 - 4.350

November | November 3.206 - 3.206

Desember | December 12.729 1.251 13.981

Total | Total 44.988 1.280 46.268

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Peta Sebaran Pengembangan SDM Sawit

Distribution Map of Palm Oil HR Development

Program Pendidikan
Education Programs
Program Pelatihan
Training Program
2.605 6
Total Mahasiswa Perguruan
D1 1.450 Petani Farmer 1.450 5.878 Penerima Beasiswa Tinggi
Total Students of Scholarship Recipients Universities
D3 920 Masyarakat 920 3.300
Umum

9.178 21
D4 235 Public General

STIPAP
Total SDM Provinsi
120 Mhs yang Dilatih Provinces
Riau
13 Kelas Total HR Trained

213
Kaltara
Poltek Kampar
1 Kelas
165 Mhs
Kalbar Total Kelas
Sumut 5 Kelas
15 Kelas Kaltim Pelatihan
Jambi 13 Kelas Total Training Classes
7 Kelas
Sumbar
3 Kelas Sulteng
Kalteng Sulbar
Sumsel 17 Kelas 4 Kelas 2 Kelas
9 Kelas
Bengkulu Kalsel Sulsel Papua
Sultra
1 Kelas 10 Kelas 5 Kelas 1 Kelas
ITSB 1 Kelas
25 Mhs Papua Barat
Lampung
AKPY 1 Kelas
5 Kelas
1.150 Mhs
CWE
660 Mhs

LPP Yogya
485 Mhs

Jumlah Riset yang Dikelola Number of Research Managed

Jumlah Riset yang Dikelola

. Number of Research Managed

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target 35 40 45 60 Max/TLK

Realisasi 36 47 77 65 Max/TLK
. Realization

Capaian 103% 118% 120% 108% Max/TLK

. Achievement

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2020 Performance Highlights Management Report BPDPKS Profile

Tercatat sampai dengan Desember 2020 jumlah
penelitian dan pengembangan yang dikelola adalah
sebanyak 65 penelitian, dengan rincian sebagai berikut:
y 2 Penelitian lanjutan dari riset tahun 2015 dan 2016
(kelompok K18-1);
y 14 Penelitian lanjutan dari riset tahun 2018
(kelompok K18-2);
y 13 Penelitian dari riset tahun 2020 (kelompok GRS K20);
y 6 Riset inisiatif dari Kementerian anggota Komite
Pengarah yaitu :
ƒ Inisiatif Kementerian ESDM dengan LEMIGAS
tentang Pemanfaatan Bahan Bakar B30 non
Kendaraan;
ƒ Inisiatif Kementerian ESDM dengan LPIK ITB
tentang Operasi Co-Processing Produksi Bahan
Bakar Nabati;
ƒ Inisiatif Kementerian ESDM dengan LEMIGAS
tentang Uji Penerapan B40 dan tekno ekonomi;
ƒ Inisiatif Kementerian ESDM dengan LPPM ITB
tentang Pengembangan Industri Biohidrokarbon;
ƒ Inisiatif Kementerian ESDM dengan P3TEK
KEBTKE tentang Pemanfaatan CPO untuk PLTD;
dan
ƒ Inisiatif Kementerian Perindustrian dengan BBIA
tentang Komersialisasi Pemanfaatan TKKS.
y 30 Penelitian Lomba Riset Sawit Tingkat Mahasiswa
2020
The total research and development managed until
December 2020 was 65 researches, they are:
y 2 Follow-up studies from research in 2015 and 2016
(group K18-1);
y 14 Follow-up studies from 2018 research (K18-2
group);
y 13 studies from 2020 research (GRS K20 group);
y 6 studies initiatives from the member ministries of
the Steering Committee, namely:
ƒ The initiative of the Ministry of Energy and
Mineral Resources with LEMIGAS regarding the
use of non-vehicle B30 fuel;
ƒ Initiatives from the Ministry of Energy and
Mineral Resources with LPIK ITB regarding Co-
Processing Operations for Biofuel Production;
ƒ The initiative of the Ministry of Energy and
Mineral Resources with LEMIGAS regarding the
B40 Application Test and techno-economy;
ƒ Initiatives from the Ministry of Energy and
Mineral Resources with LPPM ITB regarding the
Development of the Biohydrocarbon Industry;
ƒ Initiatives from the Ministry of Energy and
Mineral Resources with P3tek KEBTKE regarding
the Utilization of CPO for PLTD; and
ƒ Initiatives from the Ministry of Industry with
BBIA regarding the Commercialization of the
Utilization of TKKS.
y 30 Student Level Palm Oil Research Competition
2020

Penyaluran Dana Program Riset Tahun 2020

. Research Program Fund Distribution 2020

Realisasi Penyaluran | Distribution Realization Total Penyaluran

Uraian Dana Riset
Description Penyaluran Dana Riset Dukungan Penyaluran Dana Riset Total Distribution of
Research Fund Distribution Research Fund Disbursement Support
.

Research Fund

Januari | January - - -

Februari | February 1.201.000.000 128.241.003 1.329.241.003

Maret | March 2.000.885.690 198.080.797 2.198.966.487

April | April 1.616.455.474 51.645.800 1.668.101.274

Mei | May 1.579.839.973 161.900.000 1.741.739.973

Juni | June 8.154.179.596 - 8.047.442.452

Juli | July 5.559.636.354 38.875.000 2.195.633.524

Agustus | August 3.405.100.897 122.210.000 3.527.310.897

September | September 4.921.318.302 167.100.000 5.088.418.302

Oktober | October 3.330.531.770 - 3.330.531.770

November | November 7.224.139.765 29.526.000 7.253.665.765

Desember | December 32.411.000.821 338.094.000 32.749.094.821

Total | Total 71.404.088.642 1.128.935.456 72.533.024.098

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pertanggungjawaban Pengelolaan
Dana yang Akuntabel
Persentase Rekomendasi Hasil
Pemeriksaan BPK Dan APIP yang Telah
Ditindaklanjuti
Persentase Rekomendasi Hasil Pemeriksaan BPK dan APIP yang Telah Ditindaklanjuti
. Percentage of Recommendations from BPK and APIP Inspection Results that Have Been Followed Up
Uraian
Q1
. Description
Target - -
Realisasi - -
. Realization
Capaian N/A
. Achievement
1. Temuan 3.2.1. Atas temuan tersebut, Renstra
Komrah edisi revisi telah dikirim ke BPK RI dengan
surat Dirut Nomor S-197/DPKS/2020 tanggal 24
Juni 2020;
2. Temuan 3.2.4. Direktur Utama agar berupaya
dalam pengembalian kelebihan pembayaran
insentif biodiesel kepada BUBBN sebesar
Rp102.844.533.000,-.Terhadap temuan tersebut,
Surat Dirut BPDPKS No.S-137/DPKS/2020 tgl 8 Mei
2020 telah dijawab oleh Dirjen EBTKE Kementerian
ESDM Nomor 1186/DJE/2020 tgl. 8 Juli 2020. Surat
tersebut telah disampaikan ke BPK RI dengan surat
pengantar Dirut BPDPKS No. S-226/DPKS/2020
tanggal 9 Juli 2020. Inti surat Dirjen EBTKE adalah
bahwa ditemukan kelebihan kuota yang tidak perlu
diperhitungkan kembali sebagai faktor pengurang
dalam penetapan alokasi selanjutnya karena
kelebihan telah sesuai dengan peraturan yang
berlaku saat itu;
3. Temuan 3.2.6. BPDPKS untuk menyusun kajian
besaran konversi CPO menjadi biodiesel. (USD 125-
USD 100). Terhadap temuan ini, hasil kajian telah
diselesaikan oleh LPEM UI dan telah disampaikan
ke BPK RI pada tanggal 3 Juli 2020 dengan surat
pengantar Dirut BPDPKS No. S-218/DPKS/2020;
4. Temuan 3.1.12. Terkait pengembalian atas tunjangan
PPH Psl.21 periode Juli 2015 – Juli 2016 yang terlanjur
ditanggung dan dibayarkan kepada pejabat pengelola,
dewas dan pegawai, dilakukan penegasan kembali ke
BPK-RI pada surat Nomor S-197/DPKS/2020 tanggal
24 Juni 2020 bahwa pemberian tunjangan PPh Pasal
21 telah sesuai dengan aturan yang ada. Kita berharap
temuan tersebut sudah selesai;
5. Temuan kajian Iuran bagi Pelaku Usaha Perkebunan,
telah disampaikan dan telah dijelaskan oleh
BPDPKS ke BPK-RI pada Senin, tanggal 6 Juli 2020;
6. LHP LKPP atas LK BA.015 Kemenkeu tahun 2019
telah disampaikan ke Kemenkeu pada 27 Juli 2020
dan akan dimasukkan ke dalam target penyelesaian
2021, 3 temuan pada pengelolaan keuangan
BPDPKS, antara lain:
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Accountability of Accountable
Fund Management
Percentage Of Recommendations From
BPK And APIP Inspection Results That
Have Been Followed Up
Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
- 89% Max/TLK
- 100% Max/TLK
- - 112.36% Max/TLK
1. Finding 3.2.1. Based on these findings, the revised
edition of the Steering Committee Strategic Plan has
been sent to the BPK RI with the President Director’s
Letter No. S-197/DPKS/2020 dated June 24, 2020;
2. Findings 3.2.4. The President Director is to seek a
refund for the overpayment of biodiesel incentives to
BUBBN amounting to Rp102,844,533,000,-. Regarding
these findings, the Director General of BPDPKS Letter
No. S-137/DPKS/2020 dated May 8, 2020 has been
answered by the Director General of EBTKE, Ministry of
Energy and Mineral Resources Number 1186/DJE/2020
dated. July 8, 2020. The letter has been submitted to
BPK RI with a cover letter from the Director of BPDPKS
No. S-226/DPKS/2020 dated July 9, 2020. The essence
of the letter from the Director General of EBTKE is that
the excess quota does not need to be recalculated as
a deduction factor in determining the next allocation
because the excess was in accordance with the
regulations in force at that time;
3. Findings 3.2.6. BPDPKS to compile a study of the
conversion rate of CPO into biodiesel. (USD125 -
USD100). Regarding this finding, the results of the
study have been completed by LPEM UI and have been
submitted to BPK RI on July 3, 2020 with a cover letter
from the Director of BPDPKS No. S-218/DPKS/2020;
4. Findings 3.1.12. The return of the PPH Article 21
period July 2015 – July 2016 which had already been
borne and paid to management officials, councils
and employees, was reaffirmed to BPK-RI in letter
No. S-197/DPKS/2020 dated June 24, 2020 that
the provision of allowances PPh Article 21 is in
accordance with existing regulations. We hope that
the findings are complete;
5. The findings of the Contribution study for Plantation
Business Actors have been submitted and explained
by BPDPKS to BPK-RI on Monday, July 6, 2020;
6. LHP LKPP on LK BA.015 Ministry of Finance in
2019 has been submitted to the Ministry of Finance
on July 27, 2020 and will be included in the 2021
completion target, 3 findings on BPDPKS financial
management, including:
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
ƒ Permasalahan signifikan terdapat dana bantuan
Peremajaan Perkebunan Kelapa sawit (PPKS) pada
BPDPKS yang belum dipertanggungjawabkan.
Rekomendasi BPK: BPDPKS dan Ditjen Kementan
melakukan harmonisasi dan penyajian data
terutama pada bidang-bidang yang harus
disajikan agar memiliki kesamaan cara pengisian
dan muatan yang harus disajikan.
ƒ Penggunaan SPTB pelaporan penggunaan dana
tidak cukup karena BPDPKS tidak memperoleh
informasi atas ketepatan penggunaan dana,
kemajuan pekerjaan swakelola dan kesesuaian
dengan RAB/KAK.
ƒ Pembayaran Ongkos Angkut Biodiesel tidak
sesuai Keputusan Menteri ESDM mengakibatkan
kelebihan bayar Rp9.551.903.910,00
7. Board Manual telah ditandatangani oleh Ketua
Komite Pengarah dan telah disampaikan kepada
Itjen Kemenkeu;
8. BPDPKS telah melaksanakan hal-hal sebagai berikut:
ƒ Menggunakan sistem informasi aplikasi
pengelolaan kinerja e-performance.
ƒ Manajer Kinerja Organisasi dan Manajer Kinerja
Pegawai memverifikasi capaian IKU.
ƒ Memperbaiki penentuan IKU dengan target
yang lebih jelas
ƒ Menyusun dan memverifikasi manual IKU bagi
seluruh pegawai
ƒ Menyesuaikan target IKU dengan target dalam RBA
ƒ Melaksanakan koordinasi dan Menyusun
rencana kerja terkait Peremajaan, Sarana dan
prasarana, serta Pengembangan SDM.
9. BPDPKS telah melaksanakan hal-hal sebagai berikut:
ƒ Menetapkan pedoman pengelolaan grading
PER-5/DPKS/2020
ƒ Melakukan assessmen dan menetapkan kembali
grading kadiv dan seluruh pegawai.
Persentase Rekomendasi Hasil
Pembinaan dan Monev Pembina Teknis
dan Pembina Keuangan yang Telah
Ditindaklanjuti
Persentase Rekomendasi Hasil Pembinaan dan Monev Pembina Teknis dan Pembina Keuangan
yang Telah Ditindaklanjuti
Percentage of Recommendations for the Results of Coaching & Monitoring & Evaluation of Technical Supervisors & Financial Advisors That
Have Been Followed Up
Uraian
Q1
. Description
Target - -
Realisasi - -
. Realization
Capaian N/A
. Achievement
156
Profil BPDPKS
BPDPKS Profile
ƒ A significant problem is that there is a palm oil
rejuvenation aid fund (PPKS) at BPDPKS that has
not been accounted for. BPK recommendation:
BPDPKS and the Directorate General of Ministry
of Agriculture harmonize and present data,
especially the fields that must be presented so
that they have the same method of filling and
the content that must be presented;
ƒ The use of SPTB for reporting the use of funds
is not sufficient because BPDPKS does not
obtain information on the accuracy of the use of
funds, progress of self-management work and
conformity with RAB/KAK;
ƒ Payment of Biodiesel Transport Fee Not in
accordance with the Decree of the Minister of
Energy and Mineral Resources Resulting in
Overpayment of Rp9,551,903,910.00.
7. The Board Manual has been signed by the Chair of
the Steering Committee and has been submitted to
the Inspector General of the Ministry of Finance;
8. BPDPKS has carried out the following matters:
ƒ Using an application information system for
e-performance performance management.
ƒ Organizational Performance Manager and Employee
Performance Manager verify KPI achievement.
ƒ Improved KPI determination with clearer targets.
ƒCompile and verify the KPI manual for all
employees.
ƒ Matching KPI targets with targets in RBA.
ƒ Coordinate and prepare work plans related to
Rejuvenation, Facilities and Infrastructures, and
HR Development.
9. BPDPKS has carried out the following matters:
ƒ Establish grading management guidelines No.
PER-5/DPKS/2020.
ƒ Conduct assessments and re-assign the grading
of the Head of the Division and all employees.
Percentage of Recommendations for
the Results of Coaching & Monitoring
& Evaluation of Technical Supervisors
& Financial Advisors That Have Been
Followed Up
Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
- 85% Max/TLK
- 91% Max/TLK
- - 107.06% Max/TLK
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

1. Sejalan dengan temuan Inspektorat Jenderal dasar
pembayaran insentif berdasarkan kontrak kinerja
Direktorat PPK BLU.
2. Penyusunan aplikasi riset, dan penatausahaan
laporan hasil riset secara rapi.
3. Menyusun Peraturan Direktur Utama dan petunjuk
teknis penyaluran dana sarana dan prasarana.
4. Mereviu uraian jabatan sesuai PMK Organisasi dan
Tata Kerja
5. Standar norma waktu yang digunakan dalam
penghitungan analisis beban kerja selama tiga
tahun berturut-turut agar ditetapkan melalui
perdirut dan dijadikan dasar menyusun SOP
6. Internalisasi PMK Nomor 80 agar seluruh pegawai
memahami Standar Pelayanan Minimum BPDPKS
1. In line with the findings of the Inspectorate General,
the basis for payment of incentives is based on the
performance contract of the Directorate of PPK BLU.
2. Preparation of research applications, and
administration of research reports orderly.
3. Prepare the Director General and Technical
Guidelines for the Distribution of facilities and
infrastructure funds.
4. Reviewing job descriptions in accordance with PMK
Organization and Work Procedures.
5. Time norms used in calculating workload analysis
for three consecutive years to be determined
through the President Director Regulation and used
as the basis for preparing SOPs.
6. Internalization of PMK Number 80 so that all
employees understand the Minimum Service
Standards of BPDPKS.

SDM yang Kompeten dan Competent and High-Performing

Berkinerja Tinggi HR
Persentase Pejabat dan Pegawai yang Percentage of Officials and Employees
Telah Memenuhi Standar Kompetensi Who Have Met The Competency
Jabatan Standards of the Position

Persentase Pejabat dan Pegawai yang Telah Memenuhi Standar Kompetensi Jabatan
. Percentage of Officials and Employees Who Have Met the Competency Standards of The Position

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target - - - 85% Max/TLK

Realisasi - - - 91% Max/TLK

. Realization

Capaian N/A - - 107.06% Max/TLK

. Achievement

y IKU Persentase pejabat dan pegawai yang telah
memenuhi standar kompetensi jabatan, digunakan
dalam mengukur jumlah pejabat setingkat Kepala
Divisi dan pegawai BPDPKS dalam memenuhi
standar kompetensi jabatan pada masing-masing
tingkatan jabatan.
y IKU tersebut dihitung secara rutin setiap satu tahun
sekali, dengan target 80% dari total jumlah Kepala
Divisi dan pegawai BPDPKS yaitu 85 (delapan
puluh lima) orang sehingga diperlukan 68 orang
harus memenuhi Job Person Match (JPM) yang
dipersyaratkan.
y Sampai dengan Triwulan IV 2020, pegawai yang
telah memenuhi standar kompetensi jabatan
sebanyak 80 orang sehingga realisasi capaian
menjadi 94%.
y KPI Percentage of officials and employees who have
met the competency standards of positions, used
to measure the number of officials at the Division
Head level and BPDPKS employees in meeting the
competency standards of positions at each level of
position.
y The KPI is calculated regularly once a year, with a
target of 80% of the total number of Division Heads
and BPDPKS employees, which was 85 (eighty five)
people, hence 68 people are required to fulfill the
compulsary Job Person Match (JPM).
y Up to the 4th Quarter of 2020, 80 employees have
met the job competency standards, bringing the
realization of achievements to 94%.

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2020 Performance Highlights Management Report BPDPKS Profile

Organisasi yang Fit for Purpose Organization that Fit for Purpose
Persentase Kematangan Penerapan Percentage of Maturity of Risk
Manajemen Risiko Management Implementation

Persentase Kematangan Penerapan Manajemen Risiko

. Percentage of Maturity of Risk Management Implementation

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target - - - 75 % Max/TLK

Realisasi - - - 97.3 % Max/TLK

. Realization

Capaian N/A N/A N/A 120 % Max/TLK

. Achievement

1. Telah menetapkan Piagam Manajemen Risiko
BPDPKS Tahun 2020 yang terdiri dari: (a) Konteks
Manajemen Risiko; (b) Peta dan Profil Risiko; (c)
Rencana Penanganan Risiko
2. Telah dilakukan pembuatan kajian per Divisi per
kuartal sampai dengan akhir tahun.
3. Telah diperiksa semua 70 SOP dan 18 SOP dari +/-
122 SOP
1. Has established the BPDPKS Risk Management
Charter 2020 which consists of: (a) Risk
Management Context; (b) Map and Risk Profile; (c)
Risk Management Plan
2. Studies have been made per Division per quarter
until the end of year.
3. Has been checked all 70 SOPs and 18 SOPs from
+/- 122 SOPs

Pengelolaan Sarana dan TIK yang Optimal And Modern

Optimal dan Modern Management of Facilities And ICT
Persentase Modernisasi Pengelolaan BLU Percentage of Modernization of BLU
Management

Persentase Modernisasi Pengelolaan BLU

. Percentage of Modernization of BLU Management

Uraian | Description Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP

Target - 100% - 100 % Max/AVG

Realisasi - 115% - 125% Max/AVG

. Realization

Capaian N/A 115% N/A 120% Max/AVG

. Achievement

y Hingga saat ini, BPDPKS telah menyelesaikan y Up to present, BPDPKS has completed stages in
tahapan-tahapan dalam upaya perwujudan proses an effort to realize the modernization process,
modernisasi, antara lain: including:
ƒ update data pada aplikasi BIOS ƒ update data in BIOS application
ƒ website yang up to date ƒ up to date website
ƒ database telah terpusat ƒ centralized database
ƒ adanya webservice yang terhubung dengan ƒ web service that is connected to the head office
kantor pusat
ƒ tersedianya aplikasi pembayaran yang ƒ availability of integrated payment applications
terintegrasi
y Tindak lanjut dan evaluasi atas hasil capaian pada y Follow-up and evaluation of the achievements
tahun 2019 atas beberapa hal yang dinilai belum results in 2019 on several items that were considered
berjalan optimal yaitu pada dashboard dan aplikasi not running optimally, namely on the dashboard and
riset. research applications.

158
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

y Penyusunan dashboard telah dikoordinasikan y Preparation of the dashboard has been coordinated
kepada Direktorat PPKBLU. with the PPKBLU Directorate.
y Pengembangan aplikasi riset telah dilaksanakan y Development of research applications has been
melalui koordinasi dengan pihak ketiga. carried out in coordination with third parties.

Pengelolaan Anggaran yang Optimal Budget Management

Optimal
Persentase Kualitas Pelaksanaan Percentage of the Quality of the Internal
Anggaran Internal Satker BPDP Sawit Budget Implementation of the BPDP
Sebagaimana Baseline Palm Oil Work Unit as the Baseline

Persentase Kualitas Pelaksanaan Anggaran Internal Satker BPDP Sawit Sebagaimana Baseline
. Percentage of the Quality of the Internal Budget Implementation of the BPDP Palm Oil Work Unit as the Baseline

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target 95% 95% 95% 95% Max/AVG

Realisasi 98.67% 98.33% 96,93% 95.22% Max/AVG

. Realization

Capaian 103.86% 103.50% 102,03% 100.23% Max/AVG

. Achievement

Anggaran internal BPDPKS ditetapkan sebesar 1,25% The internal budget of BPDPKS is set at 1.25% of the
dari pagu total DIPA yaitu sebesar Rp127.315.848.000. total DIPA ceiling in the amount of Rp127,315,848,000.

Sampai dengan triwulan IV tahun 2020, realisasi Until the 4th Quarter of 2020, the realization of the
capaian IKU persentase kualitas pelaksanaan anggaran KPI achievement percentage of the implementation
internal sebesar 102%. dengan rincian sebagai berikut: quality of the internal budget is 102%, with the details
as follows:

Realisasi Capaian IKU Persentase Kualitas Pelaksanaan Anggaran Internal dalam juta Rp | in millions of Rp
. Realization of KPI Achievements Percentage of Internal Budget Execution Quality

No Uraian | Description Nilai Capaian | Achievement Value

1 Penyerapan anggaran neto | Net budget absorption 13,42%

2 Konsistensi | Consistency 9,56%

3 Revisi DIPA | DIPA Revision 5,00%

4 Penyelesaian Tagihan | Bill Settlement 4,00%

5 Pengelolaan UP | UP Management 4,00%

6 Kesalahan SPM | SPM Inaccuracy 2,83%

7 Retur SP2D | SP2D Returns 2,99%

8 Penyampaian LPJ | LPJ Submission 2,00%

Total Nilai | Total Value 43,80%

Total Bobot | Total Weight 46,00%

Nilai | Value 95,22%

159
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Persentase Penyelesaian Program Percentage of Completion of

Pemenuhan Sarana dan Prasarana Palm Oil Plantation Facilities and
Perkebunan Kelapa Sawit Infrastructure Fulfillment Program

Persentase Program Pemenuhan Sarana dan Prasarana Perkebunan Kelapa Sawit

. Percentage of Palm Oil Plantation Facilities and Infrastructure Fulfillment Program

Uraian
Q1 Q2/Smt 1 Q3/s.d Q3 Q4/Y-20 Pol/KP
. Description

Target - - 100% 100% Max/TLK

Realisasi | Realization - - N/A N/A Max/TLK

Capaian| Achievement N/A N/A N/A N/A Max/TLK

y Keputusan Direktur Jenderal Perkebunan Nomor 273/
Kpts/HK.160/9/2020 tentang Pedoman Teknis Sarana
dan Prasarana Perkebunan Kelapa Sawit Dalam
Kerangka Pendanaan Badan Pengelola Perkebunan
Kelapa Sawit telah disahkan pada tanggal 2 September
2020 serta merupakan revisi dari Keputusan Direktur
Jenderal Perkebunan sebelumnya.
y Peraturan Direktur Utama terkait Tata Cara
Penyaluran dan Penggunaan Dana Sarana
dan Prasarana Perkebunan Kelapa Sawit telah
ditetapkan dengan nomor PER-7/DPKS/2020
tanggal 23 Juli 2020.
y The Decree of the Director General of Plantations
No. 273/Kpts/HK.160/9/2020 regarding Technical
Guidelines for Palm Oil Plantation Facilities and
Infrastructure within the Funding Framework of the
Palm Oil Plantation Management Agency was ratified
on September 2, 2020 and is a revision from the
previous Decree of the Director General of Plantations.
y The President Director’s regulation regarding the
Procedure for Distribution and Use of Funds for
Palm Oil Plantation Facilities and Infrastructure has
been stipulated under No. PER-7/DPKS/2020 dated
July 23, 2020.

Rincian Anggaran Belanja (RAB)

. Budget Plan

Pengembangan Kelapa Sawit lnsentifikasi Peningkatan Jalan Kebun (6000 Sertifikasi

Perkebun (2500 Ha) (8000 Ha) Ha) ISPO
. Palm Oil Plantation Development (2500 Ha) . Incentification (8000 Ha) . Garden Road Enhancement (6000 Ha) . ISPO Certification

Benih | Seed Pupuk | Fertilizer Peningkatan Jalan Produksi | Production 10 Paket | Package
Lane Improvement

Pupuk | Fertilizer Pestisida | Pesticides Peningkatan Jalan Koleksi | Collection

Lane Improvements

Pestisida | Pesticides Pemeliharaan Main Drain | Main Drain

Maintenance

Membuat Jembatan | Making Bridges

Alokasi dana untuk penyaluran dana sarana dan
prasarana tahun 2019 adalah sebesar Rp214 Miliar
dengan rincian pagu dana sebagai berikut:
y Penyaluran dana sarana dan prasarana sebesar
Rp194,4 Miliar;
y Dana Pendukung sarana dan prasarana sebesar
Rp19,6 Miliar.
The allocation of funds for the distribution of facilities
and infrastructure funds in 2019 was Rp214 billion with
details of the fund limit as follows:
y Disbursement of facilities and infrastructure in the
amount of Rp194.4 billion;
y Funds for supporting facilities and infrastructure in
the amount of Rp19.6 billion.

160
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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Beban Sarana dan Prasarana Perkebunan Kelapa Sawit Tahun 2020 Dalam juta Rp
. Palm Oil Plantation Facilities and Infrastructure Expenses in 2020 . in millions of Rp

Perjalanan Total Penyaluran

Penyaluran Dinas Dukungan Dana Program
Dana Sarpras Penyaluran Penyaluran Pengembangan
Uraian Distribution of Dana Sarpras Dana Dukungan Jasa Profesional SDM Sawit
|Distribution
.

. Description Facilities and Business Trip . Professional Service Total Distribution of

Infrastructure
. .

for Facilities and Endorsement of Funds for Palm Oil

Funds Infrastructure Support Funds Human Resource
Fund Distribution Development Program

Januari | January - - - - -

Februari | February - - 28.974.000 - 28.974.000

Maret | March - - 20.994.000 - 20.994.000

April | April - - - - -

Mei | May - - - - -

Juni | June - - - - -

Juli | July - - - - -

Agustus | August - - - - -

September | - - - - -
September

Oktober | October - - - - -

November | - - - - -
November

Desember | - - 255.240.000 - 255.240.000

December

Total | Total - - 305.208.000 - 305.208.000

Program Penelitian dan Pengembangan Sawit

Palm Oil Research and Development Program
Capaian Program Pendanaan Pengembangan Sawit sejak 2015 - 31 Desember 2020
Achievements of the Palm Oil Development Funding Program since 2015 - December 31, 2020

Bioenergi
Bioenergy
Pasca Panen
& Pengelolaan 202
Kontrak Contract
Lembaga Litbang
43
Post Harvest & R&D Institute
Management

Budidaya
Cultivation
Capaian Program
667
Peneliti Researcher
Bidang-bidang
Penelitian dan Penelitian dan

346
Pengembangan Pengembangan
Pangan & Sawit Sawit
Kesehatan Palm Oil Research Palm Oil Research
Food & Health Mahasiswa Student
and Development Fields and Development

201
Program Achievements
Oleokimia &
Biomaterial
Oleochemicals & Publikasi Publication
Biomaterials

Sosial Ekonomi,
Bisnis, Manajemen,
Pasar dan TIK Lingkungan 5
Buku Books
42
Paten Patent
Socio-Economic, Business, Environment
Management, Market and ICT

161
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Berikut adalah rincian atas realisasi kegiatan promosi
yang telah dilaksanakan sepanjang tahun 2020, antara
lain:
1. Dukungan Pembiayaan dalam rangka kegiatan
kunjungan lapangan delegasi ANRE METI ke
Sumatera Utara tanggal 11-12 Februari 2020;
2. Dukungan sponsorship kepada GAPKI Cabang
Sumatera Selatan dalam rangka kegiatan Andalas
Forum di Palembang tanggal 13-14 Februari 2020;
3. Dukungan pendanaan kepada APOLIN dalam rangka
kegiatan Focus Group Discussion di Jakarta tanggal 19
Februari 2020;
4. Dukungan pendanaan kepada KNPI dalam rangka
kegiatan Simposium Nasional di Jakarta tanggal 22
Februari 2020;
5. FGD kegiatan pembahasan alokasi dana sawit tahun
2020 di JS Luwansa Hotel Jakarta tanggal 27-29
Februari 2020;
6. Dukungan pendanaan kepada KBRI Tokyo dalam
rangka kegiatan Briefing dan Business Meeting for
ISPO tanggal 25 Februari 2020;
7. Dukungan pendanaan kepada ITPC Osaka dalam
rangka kegiatan International Biomass Expo tanggal
26-28 Februari di Tokyo;
8. Dukungan pendanaan kepada DPP Apkasindo dalam
rangka kegiatan diskusi “Percepatan Program Sawit
Rakyat 500.000 Ha” yang dilaksanakan berbasis Web
Seminar (Webinar);
9. Dukungan pendanaan kepada FP2SB dalam rangka
kegiatan Diskusi Webinar Nasional ISPO tanggal 15
Juli 2020;
10. Dukungan Pendanaan Pencetakan Buku True Story
“Kemitraan Kunci Kesuksesan Perkebunan Kelapa Sawit”;
11. Dukungan pendanaan kepada LPMS Kegiatan
Seminar Sosialisasi Kepada Masyarakat Petani di
Sumatera Utara tentang Peran dan Fungsi BPDPKS
(Seminar Sosialisasi), tanggal 28 Juli 2020 di Kab.
Langkat, Sumatera Utara;
12. Dukungan pembiayaan atas penunjukan expert dalam
negeri dalam rangka gugatan Pemri kepada Uni Eropa
atas penanganan sengketa DS593 di WTO;
13. Dukungan Pendanaan kepada SBRC dalam rangka
Kegiatan International Conference of Biomass and
Bioenergy (ICBB) 2020 Secara Online tanggal 10-11
Agustus 2020;
14. Dukungan pembiayaan kepada Kemenlu RI dalam
rangka kegiatan Pembekalan Materi Kelapa Sawit
Bagi Peserta Diklat Sesparlu Angkatan ke-66, 16
November 2020 di Jakarta;
15. Dukungan pendanaan kepada PERHIPTANI dalam
rangka kegiatan Lokakarya dan Rakernas Perhiptani
Tahun 2020 tanggal 24 November 2020 di Jakarta;
16. Dukungan pendanaan kepada GAPKI SUMUT dalam
rangka kegiatan Indonesian Palm Oil Stakeholders
Forum (IPOS-FORUM) tanggal 26 November 2020 di
SUMUT;
17. Dukungan pendanaan kepada METI dalam rangka
kegiatan Virtual The 9th Indonesia EBTKE ConEx
2020 tanggal 23-28 November 2020 di Jakarta;
18. Dukungan pendanaan kepada APKASINDO dalam
rangka Kegiatan Forum Kelapa Sawit 4 Series;
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Profil BPDPKS
BPDPKS Profile
The following is the realization of promotional activities
throughout 2020:
1. Sponsorship for the field visit of the ANRE METI
delegation to North Sumatra on February 11-12, 2020;
2. Sponsorship to GAPKI South Sumatra Branch for
Andalas Forum activities in Palembang on February
13-14, 2020;
3. Sponsorship to APOLIN for the Focus Group
Discussion activity in Jakarta on February 19, 2020;
4. Sponsorship to KNPI for the National Symposium in
Jakarta on February 22, 2020;
5. FGD discussion activities for palm oil fund allocation
2020 at JS Luwansa Hotel Jakarta on February 27-29,
2020;
6. Sponsorship to the Indonesian Embassy in Tokyo
for the Briefing and Business Meeting for ISPO on
February 25, 2020;
7. Sponsorship to ITPC Osaka for the International
Biomass Expo on February 26-28 in Tokyo;
8. Sponsorship to DPP Apkasindo for the discussion
activity of “Acceleration of the 500.000 H People’s
Palm Oil Program” through Web Seminars (Webinar);
9. Sponsorship to FP2SB for the ISPO National Webinar
Discussion on July 15, 2020;
10. Sponsorship for True Story Book Printing “Partnership
is the Key to Success in Palm Oil Plantations”;
11. Sponsorship to LPMS Activities Seminar on
Socialization to Farming Communities in North
Sumatra on the Role and Functions of BPDPKS
(Socialization Seminar) on July 28, 2020 in Langkat
Regency, North Sumatra;
12. Sponsorship for the appointment of domestic experts
for Indonesian Government’s lawsuit against the
European Union over the handling of the DS593
dispute at the WTO;
13. Sponsorship to SBRC for the 2020 Online
International Conference of Biomass and Bioenergy
(ICBB) Activities on August 10-11, 2020;
14. Sponsorship to the Ministry of Foreign Affairs of
the Republic of Indonesia for the Palm Oil Material
Provision for Participants of the 66th Sesparlu
Training on November 16, 2020 in Jakarta;
15. Sponsorship to PERHIPTANI for Perhiptani
Workshops and National Working Meetings;
16. Sponsorship to GAPKI SUMUT for Indonesian Palm
Oil Stakeholders Forum (IPOS-FORUM) activities on
November 26, 2020 in North Sumatra;
17. Sponsorship to METI for Virtual Activity of the 9th
Indonesia EBTKE ConEx 2020 on November 23-28,
2020 in Jakarta;
18. Sponsorship to APKASINDO for the 4 Series Palm Oil
Forum Activities;
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
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19. Dukungan Pendanaan kepada GAPKI dalam rangka
kegiatan IPOC 2020 tanggal 2-3 Desember 2020 di
Jakarta;
20. Dukungan Pendanaan kepada MAKSI dalam rangka
kegiatan Penerbitan Indonesia Journal of Oil Palm
(IJOP) tahun 2020;
21. Kegiatan dalam rangka Peringatan Hari Perkebunan
tanggal 10 Desember 2020;
22. Kegiatan Press Conference dan Media Gathering
Keberlanjutan Program Dukungan BPDPKS Terhadap
Industri Sawit Indonesia tanggal 17 Desember 2020 di
Jakarta;
23. Workshop Penguatan UMKM dengan Pembuatan
Arang Briket dari Tandan Kosong Kelapa Sawit (TKKS)
di Pekanbaru;
24. Seminar Nasional “Kemitraan: Kunci Sukses
Kesejahteraan Petani Kelapa Sawit” di Medan;
25. Rangkaian Kegiatan Penguatan Kelembagaan dan
Pemberdayaan Usaha Mikro dan Kecil (UMK) binaan
BPDPKS di Kalimantan Barat (Tahap I, II dan III);
26. Rangkaian Kegiatan Penguatan Kelembagaan dan
Pemberdayaan Usaha Mikro dan Kecil (UMK) binaan
BPDPKS di Kalimantan Tengah (Tahap I, II dan III);
27. Rangkaian Kegiatan Penguatan Kelembagaan dan
Pemberdayaan Usaha Mikro dan Kecil (UMK) binaan
BPDPKS di Sulawesi Barat (Tahap I, II dan III);
28. Pemberian Bantuan Handsanitizer dan Handsoap
Antiseptik dan Antibakteri dalam Penanganan Virus
COVID-19;
29. Rangkaian Kegiatan Pengembangan Potensi
Santripreneur Berbasis Sawit Sebagai Program
Pemberdayaan Ekonomi Daerah di Sumatera Utara
(Tahap I, II dan III);
30. Rangkaian Kegiatan Pengembangan Potensi
Santripreneur Berbasis Sawit Sebagai Program
Pemberdayaan Ekonomi Daerah di Riau (Tahap I, II
dan III);
31. Rangkaian Kegiatan Pengembangan Potensi
Santripreneur Berbasis Sawit Sebagai Program
Pemberdayaan Ekonomi Daerah di Sumatera
Selatan (Tahap I, II dan III);
32. Rangkaian Kegiatan Pendampingan Penguatan
Kelembagaan Desa Sawit Mandiri Pangan dan
Energi Berbasis UMKM di Kab. Bungo (Tahap I dan
II);
33. Rangkaian Kegiatan Pendampingan Penguatan
Kelembagaan Desa Sawit Mandiri Pangan dan
Energi Berbasis UMKM di Kab. Tanjung Jabung
Barat (Tahap I dan II);
34. Webinar Kelapa Sawit dan Live streaming “Melirik
Perkebunan Sawit di Tanah Papua” di Jakarta;
35. Penyerahan Hand sanitizer berbahan sawit kerjasama
BPDPKS dengan Pusat Penelitian Surfaktan dan
Bioenergi LPPM IPB di 10 Rumah Sakit Badan
Layanan Umum Kementerian Keuangan di wilayah
Jabodetabek sebanyak 10.000 buah sebagai salah
satu kampanye mendukung protokol Covid-19 dan
sosialisasi “Sawit Sehat”;
36. Dukungan pendanaan Gatra Award;
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
19. Sponsorship to GAPKI for IPOC 2020 activities on
December 2-3, 2020 in Jakarta;
20. Sponsorship to MAKSI for the 2020 Indonesian
Journal of Palm Oil (IJOP) Publishing activities;
21. Activities for the Commemoration of Plantation Day
on December 10, 2020;
22. Press Conference and Media Gathering activities for
the Sustainability of BPDPKS Support Program for
the Indonesian Palm Oil Industry on December 17,
2020 in Jakarta;
23. Workshop on Strengthening MSMEs by Making
Charcoal Briquettes from Empty Palm Oil Bunches
(TKKS) in Pekanbaru;
24. National Seminar on “Partnerships: Key to Successful
Palm Oil Farmers’ Welfare” in Medan;
25. Series of Institutional Strengthening and Empowerment
of Small and Micro Enterprises (SME) assisted by
BPDPKS in West Kalimantan (Phases I, II and III);
26. Series of Activities for Institutional Strengthening and
Empowerment of Small and Micro Enterprises (SME)
assisted by BPDPKS in Central Kalimantan (Phases I,
II and III);
27. Series of Activities for Institutional Strengthening
and Empowerment of Small and Micro Enterprises
(SME) assisted by BPDPKS in West Sulawesi
(Phases I, II and III);
28. Provision of Hand Sanitizer and Antiseptic and
Antibacterial Hand soap in preventing the COVID-19
Virus;
29. Series of Activities for Developing Palm-Based
Santripeneur Potential as a Regional Economic
Empowerment Program in North Sumatra (Phases I,
II and III);
30. Series of Activities for Development of Palm-Based
Santripeneur Potential as a Regional Economic
Empowerment Program in Riau (Phases I, II and III);
31. Series of Activities for Development of Palm-Based
Santripeneur Potential as a Regional Economic
Empowerment Program in in South Sumatra (Phases
I, II and III);
32. A series of Assistance Activities for Institutional
Strengthening of Independent Food and Energy-
Based Palm Oil Villages in MSMEs in Kab. Bungo
(Phases I and II);
33. Series of Assistance Activities for Strengthening
Food and Energy Independent Palm Village
Institutions Based on MSMEs in Kab. Tanjung
Jabung Barat (Phases I and II);
34. Palm Oil Webinar and Live streaming “Glancing at
Palm Oil Plantations in Papua Land” in Jakarta;
35. Handing over of hand sanitizers made from palm oil in
collaboration with BPDPKS and the Research Center
for Surfactants and Bioenergy LPPM IPB in 10 Public
Service Agency Hospitals of the Ministry of Finance in
the Jabodetabek area as many as 10,000 pieces as one
of the campaigns to support the Covid-19 protocol and
socialization of “Healthy Palm Oil”;
36. Gatra Award Sponsorship;
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
37. Dukungan pendanaan webinar Majalah Agrina;
38. Kegiatan DigiTalk Sawit Tahap VII wilayah Sulawesi,
Bali, dan Nusa Tenggara;
39. Press Conference terkait kenaikan tarif pungutan
layanan BPDPKS;
40. Media Briefing terkait pengelolaan perkebunan dan
industri kelapa sawit yang berkelanjutan;
41. Publikasi program BPDPKS kerja sama dengan Metro
TV (Program Nation);
42. Placement dan Publikasi artikel positif di Media
Massa;
43. Press Conference akhir tahun BPDPKS: Evaluasi 2020
dan Outlook 2021;
44. Seminar kerjasama APKASINDO di Kalimantan Barat;
45. Pembayaran tahap IV kerja sama kampanye positif
sawit di Uni Eropa kerjasama dengan DCI Group;
46. Publikasi Sawit di Majalah Gatra edisi Desember
2020;
47. Publikasi Sawit di Majalah Hortus edisi Desember
2020.
Analisis Operasi Per Aktivitas Usaha
Operational Analysis Per Business Activity
Berdasarkan Peraturan Presiden Nomor 61 Tahun
2015 Pasal 20, kegiatan operasional BPDPKS
mencakup enam aktivitas yaitu melakukan
perencanaan dan penganggaran, penghimpunan
dana, pengelolaan dana, penyaluran dan penggunaan
dana, penatausahaan dan pertanggungjawaban,
serta pengawasan. Pelaksanaan kegiatan operasional
BPDPKS tersebut di bawah tanggung jawab 5 (lima)
Direktorat dengan arahan Direktur Utama. Keenam
aktivitas tersebut dilaksanakan secara maksimal
oleh BPDPKS untuk mendukung pengembangan
industri kelapa sawit nasional terutama sebagai
upaya meningkatkan harga, memperkuat industri
hilir dan membangun komoditas kelapa sawit yang
berkelanjutan.
01 02
Perencanaan dan
Penganggaran
Planning and Budgeting
04 05
Penyaluran dan
Penggunaan Dana
Funf Utilization and
Disbursement
164
Profil BPDPKS
BPDPKS Profile
37. Agrina Magazine webminar Sponsorship;
38. Palm Oil DigiTalk Activities Phase VII in Sulawesi, Bali,
and Nusa Tenggara;
39. Press Conference related to the increase in BPDPKS
service levy rates;
40. Media Briefing related to sustainable management of
oil palm plantations and industry;
41. Publication of BPDPKS program in collaboration with
Metro TV (Program Nation);
42. Placement and publication of positive articles in the
Mass Media;
43. BPDPKS year-end Press Conference: Evaluation 2020
and Outlook 2021;
44. APKASINDO cooperation seminar in West Kalimantan;
45. Payment for the IV phase of the positive campaign for
palm oil in the European Union in collaboration with
the DCI Group;
46. Publication of Palm Oil in the December 2020 edition
of Gatra Magazine;
47. Palm Oil Publication in Hortus Magazine December
2020 edition.
Based on Presidential Regulation No. 61 of 2015 Article
20, the operational activities of BPDPKS include six
activities, namely planning and budgeting, raising
funds, managing funds, channeling the use of funds,
administration and accountability, and supervision.
The implementation of BPDPKS operational activities
is under the responsibility of five Directorates in with
the President Director. The six activities are carried out
optimally by BPDPKS to support the development of
the national palm oil industry, especially as an effort to
increase prices, strengthen the downstream industry,
and build sustainable palm oil commodities.
03
Penghimpunan Dana Pengelolaan Dana
Funding Fund Management
06
Penatausahaan dan Pengawasan
Pertanggungjawaban Supervision
Administration and
Accountability
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Kegiatan Operasional BPDPKS
1. Perencanaan dan Penganggaran
Perencanaan dan penganggaran merupakan proses
awal yang dilakukan atas dasar fakta dan asumsi
mengenai gambaran kegiatan yang akan dilakukan
untuk mencapai tujuan tertentu. Adapun kegiatan
perencanaan dan penganggaran yang dilakukan
oleh BPDPKS pada tahun 2020 adalah sebagai
berikut:
ƒ Penyusunan Rencana Bisnis Tahunan (RBT)
Tahun 2021;
ƒ Penyusunan Rencana Bisnis dan Anggaran
(RBA) Tahun 2021;
ƒ Penyusunan Rencana Kerja Anggaran
Kementerian/ Lembaga (RKA-K/L) Tahun 2021;
dan
ƒ Penyusunan Daftar Isian Pelaksanaan Anggaran
Tahun 2021.
2. Penghimpunan Dana
Sumber penghimpunan dana yang dilakukan oleh
BPDPKS meliputi komponen komersial perkebunan
kelapa sawit dan turunannya, dana dari lembaga
keuangan, dana masyarakat dan/atau dana lain
yang sah. Pelaku usaha yang menanam kelapa sawit
dikenakan pajak ekspor produk dan pajak royalti dari
kelapa sawit. Besarnya iuran ditentukan berdasarkan
kesepakatan BPDPKS dengan pelaku usaha. luran
diterapkan secara berkala atau sewaktu-waktu dan
hanya dikenakan untuk perusahaan perkebunan
sawit bukan pekebun. Dana lembaga pembiayaan
berupa pembiayaan dari perbankan dan/atau
lembaga keuangan bukan bank. Dana masyarakat
berasal dari perseorangan, asosiasi, dan/atau
lembaga masyarakat yang tidak mengikat. Dana
yang diperoleh dari sumber lain yang sah berupa
hibah, bantuan yang tidak mengikat dari pihak
lainnya, dan/atau hasil pengelolaan dana.
Pelaksanaan kegiatan penghimpunan dana
BPDPKS di bawah tanggung jawab Direktorat
Penghimpunan Dana yang dilaksanakan oleh Divisi
Pemungutan Biaya dan luran Crude Palm Oil dan
Divisi Pemungutan Biaya dan luran Produk Turunan.
Divisi Pemungutan Biaya dan luran Crude Palm Oil
mempunyai tugas memungut dan menghimpun
Dana berupa biaya ekspor Crude Palm Oil dan iuran
berkala dari pelaku usaha perkebunan kelapa sawit.
Divisi Pemungutan Biaya dan luran Produk Turunan
mempunyai tugas memungut dan menghimpun
dana berupa biaya dari ekspor produk turunan
kelapa sawit dan iuran berkala dari pelaku usaha
industri berbahan baku kelapa sawit.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS Operational Activity
1. Planning and Budgeting
Planning and budgeting is an initial process that is
made based on facts and assumptions about the
description of activities that will be carried out in
achieving certain goals. The planning and budgeting
activities that have been carried out by BPDPKS in
2020 are as follows:
ƒ Preparation of the 2021 Annual Business Plan
(RBT);
ƒ Preparation of the 2021 Business Plan and
Budget (RBA);
ƒ Preparation of Ministry/Agency Budget Work
Plan (RKA-K/L) 2021; and
ƒ Preparation of the 2021 DIPA.
2. Funding
The sources of fundraising conducted by BPDPKS
consist of business actors in oil palm plantations and
their derivatives, funds from financial institutions,
community funds, and/or other legitimate funds. Oil
palm plantation business actors are subject to levies
on exports of oil palm plantation products and fees.
The amount of the contribution is determined based
on the agreement between BPDPKS and business
actors. Luran is applied periodically or at any time
and is only applied to oil palm plantation companies,
not smallholders. Funds from financing institutions
are in the form of financing from banks and/or
non-bank financial institutions. Public funds come
from individuals, associations, and/or non-binding
community institutions. Funds obtained from other
legitimate sources are in the form of grants, non-
binding assistance from other parties, and/or the
results of Fund management.
Implementation of BPDPKS fund-raising activities
under the responsibility of the Directorate of
Fundraising carried out by the Division of Collection
of Fees and Disbursements of Crued Palm Oil and
the Division of Collection of Fees and Derivative
Products. The Division of Collection of Fees and
Disbursements of Crued Palm Oil has the task of
collecting and collecting funds in the form of export
fees for Crued Palm Oil and periodic fees from oil
palm plantation business actors. The Division of
Collection of Fees and Derivative Products has the
task of collecting and collecting funds in the form
of fees from exports of palm oil derivative products
and periodic fees from industrial business players
made from palm oil.
165
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
3. Pengelolaan Dana
Pengelolaan dana yang dihimpun digunakan
untuk kegiatan pengembangan sumber daya
manusia perkebunan kelapa sawit, penelitian dan
pengembangan perkebunan kelapa sawit, promosi
perkebunan kelapa sawit, penanaman kembali
kelapa sawit dan sarana dan prasarana perkebunan
kelapa sawit. Kegiatan tersebut dilaksanakan oleh
BPDPKS dalam rangka pengembangan perkebunan
sawit dan pemenuhan hasil perkebunan kelapa
sawit untuk kebutuhan pangan, hilirisasi industri
perkebunan kelapa sawit, serta penyediaan dan
pemanfaatan bahan bakar nabati jenis biodiesel.
BPDPKS menetapkan prioritas penggunaan dana
untuk masing-masing kegiatan tersebut dengan
memperhatikan program Pemerintah dan kebijakan
Komite Pengarah.
Pelaksanaan kegiatan pengelolaan dana BPDPKS
di bawah tanggung jawab Direktorat Perencanaan
dan Pengelolaan Dana yang dilaksanakan oleh
Divisi Pengembangan Biodiesel, Divisi Replanting,
Reforestation dan Promosi Perkebunan; dan Divisi
Pendidikan Sumber Daya Manusia, Litbang, dan
Pengembangan Sarana dan Prasarana. Divisi
Pengembangan Biodiesel mempunyai tugas
melaksanakan rencana pengalokasian dana,
pengelolaan kerjasama pendanaan, penyusunan
rencana penyaluran dana, riset serta manajemen data
terkait pengembangan biodiesel.
Divisi Replanting, Reforestation dan Promosi
Perkebunan mempunyai tugas melaksanakan
rencana pengalokasian dana, pengelolaan
kerjasama pendanaan, penyusunan rencana
penyaluran dana, riset serta manajemen data terkait
peremajaan perkebunan, reforestation, dan promosi
perkebunan.
Divisi Pendidikan Sumber Daya Manusia, Litbang,
dan Pengembangan Sarana dan Prasarana
mempunyai tugas pengalokasian dana, pengelolaan
kerjasama pendanaan, penyusunan rencana
penyaluran dana, riset serta manajemen data terkait
pendidikan sumber daya manusia, penelitian dan
pengembangan, serta pengembangan sarana dan
prasarana.
4. Penyaluran dan Penggunaan Dana
Penyaluran dan penggunaan dana merupakan
kegiatan yang dilakukan sebagaimana diuraikan
di atas untuk pengelolaan dana. Penggunaan dana
pengembangan sumber daya manusia perkebunan
kelapa sawit dilakukan untuk meningkatkan
pengetahuan, keterampilan, profesionalisme,
kemandirian dan daya saing; dan meningkatkan
keterampilan teknis, manajerial, dan bisnis.
166
Profil BPDPKS
BPDPKS Profile
3. Fund Management
The management of the funds raised is used for
human resource development activities for oil palm
plantations, research and development of oil palm
plantations, promotion of oil palm plantations,
rejuvenation of oil palm plantations, and facilities
and infrastructure for oil palm plantations. This
activity is carried out by BPDPKS in the context
of developing oil palm plantations and fulfilling
oil palm plantation products for food needs,
downstreaming the oil palm plantation industry,
as well as providing and utilizing biodiesel type
biofuel. BPDPKS sets priorities for the use of funds
for each of these activities by taking into account
Government programs and the policies of the
Steering Committee.
Implementation of BPDPKS fund management
activities under the responsibility of the Directorate
of Fund Planning and Management carried out by
the Biodiesel Development Division, Replanting,
Reforestation and Plantation Promotion Division;
and the Division of Human Resources Education, R &
D, and Development of Facilities and Infrastructure.
The Biodiesel Development Division has the task
of implementing fund allocation plans, managing
funding cooperation, preparing fund distribution
plans, research and data management related to
biodiesel development.
The Division of Replanting, Reforestation and
Plantation Promotion has the task of implementing
fund allocation plans, managing funding
collaborations, preparing fund distribution
plans, research and data management related
to plantation rejuvenation, reforestation, and
plantation promotion.
The Division of Human Resources Education, Research
and Development, and Development of Facilities
and Infrastructure has the task of allocating funds,
managing funding cooperation, preparing plans for
distribution of funds, research and data management
related to human resource education, research and
development, and development of facilities and
infrastructure.
4. Distribution and Use of Fundst
The distribution and use of funds are activities
carried out as described above for fund management.
The use of human resource development funds
for palm oil plantations is carried out to increase
knowledge, skills, professionalism, independence
and competitiveness; and improve technical,
managerial, and business skills.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pengembangan sumber daya manusia dilakukan
dengan penyuluhan, pendidikan, pelatihan, dan
pendampingan fasilitasi. Pengembangan sumber
daya manusia dilakukan oleh lembaga pendidikan
formal maupun non-formal.
Penggunaan dana untuk penelitian dan
pengembangan perkebunan kelapa sawit
dilakukan untuk peningkatan pengetahuan
tentang pemuliaan, budidaya, pasca panen dan
pengolahan hasil, industri, pasar, rantai nilai produk
hasil perkebunan dari hulu ke hilir, dan potensi
pengembangan usaha. Kegiatan ini dilaksanakan
melalui pembentukan dan penguatan lembaga riset
yang fokus pada teknologi, sektor industri, inovasi
produk, skema pembiayaan, pengetahuan pasar,
dan adopsi lingkungan.
Penggunaan dana untuk promosi dilakukan untuk
meningkatkan pengetahuan terhadap signifikansi
perkebunan sawit sebagai produk yang mempunyai
nilai strategis. Pelaksanaan promosi tersebut
dapat meningkatkan citra nilai produk, informasi
pasar, memperluas pasar, meningkatkan investasi,
menumbuhkembangkan pusat pemasaran
komoditas perkebunan sawit. Penggunaan dana
untuk peremajaan perkebunan sawit dilaksanakan
sebagai upaya peningkatan produktivitas tanaman
perkebunan sawit maupun menjaga luasan lahan
perkebunan sawit agar dapat dimanfaatkan secara
optimal.
Penggunaan dana untuk sarana dan prasarana
perkebunan sawit dilakukan untuk peningkatan
produksi, produktivitas, dan mutu hasil perkebunan.
Sarana dan prasarana tersebut antara lain benih,
pupuk, pestisida, alat pasca panen dan pengolahan
hasil, jalan kebun dan jalan akses ke jalan umum
dan/atau ke pelabuhan, alat transportasi, mesin
pertanian, pembentukan infrastruktur pasar, dan
verifikasi atau penelusuran teknis.
Pelaksanaan kegiatan penyaluran dan penggunaan
dana BPDPKS di bawah tanggung jawab Direktorat
Penyaluran dana yang dilaksanakan oleh Divisi
Program Pelayanan dan Divisi Unit Penyaluran.
Divisi Program Pelayanan mempunyai tugas
melakukan penyusunan rencana penyaluran
dana, penilaian dan verifikasi terhadap proposal
permohonan dana, pengembangan dana, penetapan
usulan calon penerima dana. Divisi Unit Penyaluran
mempunyai tugas melakukan penyaluran dana
untuk pembiayaan pengembangan, monitoring
dan evaluasi penyaluran dana, menjalankan
fungsi kustodian atas dana termasuk pencatatan,
pengawasan dan pelaporan penyimpanan dana, dan
laporan realisasi penyaluran dana.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Human resource development is carried out through
counseling, education, training, and facilitation.
Human resource development is carried out by
formal and non-formal educational institutions.
The use of funds for research and development
of palm oil plantations is carried out to increase
knowledge about breeding, cultivation, post-
harvest and product processing, industry, markets,
value chain of plantation products from upstream
to downstream, and potential for business
development. This activity is conducted through
the establishment and strengthening of research
institutions that focus on technology, the industrial
sector, product innovation, financing schemes,
market knowledge, and environmental adoption.
The use of funds for promotion is carried out to
increase knowledge of the significance of palm
oil plantations as products that have strategic
value. The implementation of these promotions
can improve the image of product value, market
information, expand the market, increase
investment, develop a marketing center for palm
oil plantation commodities. The use of funds for the
rejuvenation of palm oil plantations is conducted
as an effort to increase the productivity of palm oil
plantations and to maintain its area so that they can
be used optimally.
The use of funds for facilities and infrastructure
for palm oil plantations is carried out to increase
production, productivity, and quality of plantation
products. These facilities and infrastructure include
seeds, fertilizers, pesticides, post-harvest tools
and product processing, garden roads and access
roads to public roads and/or to ports, transportation
equipment, agricultural machinery, establishment
of market infrastructure, and technical verification
or investigation.
The implementation of the distribution and use
of BPDPKS funds is under the responsibility of
the Directorate of Fund Disbursement which
is carried out by the Service Program Division
and the Distribution Unit Division. The Service
Program Division has the task of preparing a plan
for distributing funds, evaluating and verifying
proposals for funding applications, developing
funds, determining proposals for potential recipients
of funds. The Distribution Unit Division has the task
of distributing funds for development financing,
monitoring and evaluating the distribution of
funds, carrying out the custodial function of funds
including recording, monitoring and reporting on
depositing funds, and reporting on the realization
of the distribution of funds.
167
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
5. Penatausahaan dan Pertanggungjawaban
Tata kelola, akuntabilitas, dan pertanggungjawaban
tetap dilakukan oleh setiap pengelola BPDPKS
dengan menerapkan prinsip koordinasi, integrasi
dan sinkronisasi baik di dalam dan antar direktorat di
dalam BPDPKS maupun dengan instansi lain di luar
BPDPKS sesuai dengan fungsinya masing-masing.
Setiap pimpinan satuan organisasi bertanggung
jawab memimpin, berkoordinasi dengan bawahan
masing- masing, dan memberikan bimbingan serta
petunjuk bagi pelaksanaan tugas bawahan. Selain
itu, setiap pimpinan juga wajib mematuhi petunjuk
dan bertanggung jawab kepada atasan masing-
masing dan menyampaikan laporan berkala tepat
pada waktunya.
Pertanggungjawaban diwujudkan dengan kegiatan
penyampaian laporan kepada atasan yang
tembusannya wajib disampaikan kepada pimpinan
satuan unit direktorat lain yang secara fungsional
mempunyai hubungan kerja. Laporan tersebut diolah
dan digunakan sebagai bahan untuk menyusun
laporan lebih lanjut sebagai petunjuk kepada bawahan.
Para Direktur dan Kepala Satuan Pemeriksaan Internal
menyampaikan laporan kepada Direktur Utama yang
selanjutnya akan memerintahkan pejabat terkait
untuk melaksanakan penatausahaan.
6. Pengawasan
BPDPKS melakukan pengawasan terhadap
pemenuhan kewajiban fiskal atas ekspor produk
perkebunan kelapa sawit. Hasil pemungutan pajak
tersebut disampaikan oleh BPDPKS kepada Menteri
Keuangan dengan rekomendasi untuk menerapkan
sanksi administrasi berupa denda jika kewajiban
pajak ekspor produk kelapa sawit tidak dipenuhi.
Besarnya denda dibayarkan dengan tarif
yang ditetapkan oleh Menteri Keuangan dan
menggunakan mata uang Rupiah. BPDPKS juga
berkoordinasi dengan Kementerian Perdagangan
untuk menunjuk surveyor dalam melakukan
verifikasi atau penelusuran teknis dalam
pelaksanaan pembayaran pungutan tersebut agar
sesuai dengan ketentuan peraturan perundang-
undangan. Hasil verifikasi yang telah dilakukan
oleh surveyor sebagaimana dimaksud, dimuat
dalam bentuk laporan surveyor.
168
Profil BPDPKS
BPDPKS Profile
5. Administration and Accountability
Administration and accountability are always
carried out by each BPDPKS leader by applying
the principles of coordination, integration,
and synchronization both within and between
directorat within BPDPKS as well as with other
agencies outside BPDPKS in accordance with
their respective duties. Each organizational unit
leader is responsible for leading, coordinating
with their respective subordinates, and providing
guidance and instructions for the implementation
of subordinate duties. In addition, each leader is
also required to comply with instructions and be
responsible to their respective superiors and submit
periodic reports on time.
Accountability is realized by the activity of
submitting reports to superiors whose copies
must be submitted to the leadership of other
directorat units that functionally have a working
relationship. The report is processed and used
as material for compiling further reports as
instructions to subordinates. The Directors and
Head of the Internal Audit Unit submit reports to
the President Director who will then instruct the
relevant officials to carry out administration.
6. Supervision
BPDPKS supervises the implementation of levy
obligations on exports of oil palm plantation
commodities. The results of the levy are submitted
by BPDPKS to the Minister of Finance accompanied
by recommendations for the imposition of
administrative sanctions in the form of fines if the
obligation for levies on exports of oil palm plantation
commodities is not fulfilled.
The amount of the fine is paid according to the rate
determined by the Minister of Finance and uses
the Rupiah currency. BPDPKS also coordinates
with the Ministry of Trade to appoint surveyors to
conduct verification or technical investigation in
the implementation of the payment of the levy to
comply with the provisions of the legislation. The
results of the verification that have been carried out
by the surveyor as referred to in the above shall be
contained in the form of a surveyor's report.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Tinjauan Keuangan Financial Overview

Analisis Posisi Keuangan
Posisi keuangan BPDPKS tahun 2020 terdiri dari aset
dengan jumlah keseluruhan mencapai Rp12,4 triliun,
liabilitas sebesar Rp3,5 triliun, dan ekuitas sebesar
Rp8,9 triliun.
Financial Position Analysis
The financial position of BPDPKS in 2020 consists of
assets of Rp12.4 trillion, liabilities of Rp3.5 trillion, and
equity of Rp8.9 trillion.

Laporan Posisi Keuangan dalam juta Rp | in millions of Rp

. Statement of Financial Position

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal
Aset Lancar (34%) (6.321.555) 12.387.794 18.209.348 20.959.252
. Current Assets

Aset Tidak Lancar 5% 467 8.988.892 9.429 12.182

. Non-current Assets

Aset (33,8%) (6.321.994) 12.396.783 18.718.777 20.971.434

. Assets

Liabilitas Jangka Pendek 1.179,0% 3.259.534 3.536.011 276.477 859.192

. Current Liabilities

Liabilitas Jangka Panjang - - - - -

. Non-current Liabilities

Liabilitas 1.179,0% 3.259.534 3.536.011 276.477 859.192

. Liabilities

Ekuitas (52,0%) (9.581.528) 8.860.772 18.442.300 11.006.676

. Equity

Aset
Total aset BPDPKS pada 2020 mencapai Rp 12,4
triliun, turun 33,8% dari 2019 sebesar Rp 18,7 triliun.
Penurunan tersebut terutama disebabkan oleh
penurunan aset lancar dari Rp 39,1% dari menjadi Rp
11,38 terkait dengan penurunan kas dan setara kas
BPDPKS.
Assets
The total assets of BPDPKS in 2020 in the amount of
Rp12.4 trillion, a decrease of 33.8% compared to 2019
of Rp18.7 trillion. The decrease was mainly due to a
39.1% decrease in current assets from Rp11.38 due to a
decrease in cash and cash equivalents of BPDPKS.

Aset dalam juta Rp | in millions of Rp

. Asset

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal

Kas dan Setara Kas (44,5%) (7.283.848) 9.088.482 16.372.331 20.922.802

. Cash and Cash Equivalents

Investasi Jangka Pendek BLU 164,6% 316.293 508.407 192.113 -

. BLU Short-term Investment

Belanja Dibayar di Muka 31,8% 669.041 2.772.172 2.103.131 -

. Prepaid Expenses

Pendapatan yang Masih Harus Diterima (55,8%) (23.207) 18.411 41.618 -

. Accrued Income

169
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Aset dalam juta Rp | in millions of Rp

. Asset

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal

Persediaan 107,3% 166 321 155 -

. Supply

Aset Lancar (39,1%) (7.321.555) 11.387.794 18.709.348 20.959.252

. Current Assets

Peralatan dan Mesin 1,0% 120 11.749 11.629 -

. Equipment and Machinery

Aset Tetap Lainnya 0,5% 26 5.524 5.497 -

. Other Fixed Assets

Jumlah Harga Perolehan 6,7% 1.146 18.273 17.127 -

. Total Purchase Price

Akumulasi Penyusutan (23,5%) (2.026) (10.631) (8.605) -

. Accumulated Depreciation

Nilai Buku (10,3%) (880) 7.641 8.522 -

. Book Value

Aset Lain-lain 70,2% 1.770 4.290 2.521 -

. Other Assets

Akumulasi Penyusutan Aset Lain-Lain (82,4%) (1.329) (2.943) (1.614) -

. Accumulated Depreciation of Other Assets

Jumlah Aset Lainnya 48,6% 441 1.348 907 -

. Total Assets

Aset Tidak Lancar (4,7%) (440) 8.989 9.429 9.769

. Non-current Asset

Aset (33,8%) (6.321.995) 12.396.783 18.718.777 20.971.434

. Assets

Grafik Aset 2018 10.027

Tahun 2018-2020 (Rp)
Asset Graph 2019 10.027
Year 2018-2020 (Rp)
2020 10.027

170
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Aset Lancar Current Assets

Aset lancar BPDPKS meliputi kas dan setara kas,
investasi BLU jangka pendek, biaya dibayar di muka,
pendapatan yang masih harus dibayar serta persediaan.
Pada tahun 2020, aset lancar BPDPKS mencapai Rp
11,4 triliun, turun 39,1% dari tahun 2019 sebesar Rp
18,7 triliun, terutama karena kas dan setara kas turun
44,5% dari Rp 16,4 triliun pada tahun 2019 menjadi Rp
9,1 triliun pada tahun 2020.
BPDPKS’ current assets consist of cash and cash
equivalents, BLU short-term investments, prepaid
expenses, accrued income, and supply. In 2020,
BPDPKS’ current assets amounted to Rp11.4 trillion, a
decrease of 39.1% from 2019 which was Rp18.7 trillion.
This was mainly due to a 44.5% decrease in cash and
cash equivalents from Rp16.4 trillion in 2019 to Rp9.1
trillion in 2020.

Aset Tidak Lancar Non-current Aset

Aset tidak lancar BPDPKS terdiri dari aset tetap
serta aset lain-lain. Pada tahun 2020 aset tidak
lancar tercatat sebesar Rp9 triliun sedikit mengalami
penurunan sebesar 4,7% jika dibandingkan tahun
2019 yang sebesar Rp9,4 triliun. Disisi lain terjadi
penambahan aset tetap dan aset lainnya masing-
masing sebesar Rp1,1 miliar dan 1,8 miliar, sementara
akumulasi penyusutan masing-masing sebesar Rp2,0
miliar dan Rp1,4 miliar.
BPDPKS’ non-current assets consist of fixed assets and
other assets. In 2020, non-current assets amounted
to Rp9.0 trillion, a slight decrease of 4.7% from 2019
which was Rp9.4 trillion. There were additional fixed
assets and other assets of Rp1.1 billion and 1.8 billion,
respectively, while accumulated depreciation was
Rp2.0 billion and Rp1.4 billion, respectively.

Liabilitas Liabilities
Pada tahun 2020 terjadi kenaikan signifikan pada In 2020 there was a significant increase in BPDPKS
liabilitas BPDPKS dari jumlah awalnya yang sebesar liabilities from the previous Rp276.5 billion to Rp3.5
Rp276,5 miliar menjadi Rp3,5 triliun. trillion.

Liabilitas dalam juta Rp | in millions of Rp

. Liabilities

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal
Liabilitas Jangka Pendek 1.179,0% 3.259.534 3.536.011 276.477 859.192
. Current Liabilities

Liabilitas Jangka Panjang - - - - -

. Non-current Liabilities

Liabilitas 1.179,0% 3.259.534 3.536.011 276.477 859.192

. Liabilities

Grafik Liabilitas 2018 10.027

Tahun 2018-2020 (Rp)
Liability Graph 2019 10.027
Year 2018-2020 (Rp)
2020 10.027

171
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2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Ekuitas
Pada tahun 2020 BPDPKS melakukan pembukuan
ekuitas sebesar Rp8,9 triliun, mengalami penurunan
52,0% dari tahun 2019 yang sebesar Rp18,4 triliun.
Penurunan ini dikarenakan defisit anggaran yang
dialami BPDPKS sepanjang tahun 2020.
Equity
In 2020 BPDPKS recorded equity of Rp. 8.9 trillion,
a decrease of 52.0% from 2019 which was Rp. 18.4
trillion. This decrease was due to the budget deficit
experienced by BPDPKS throughout 2020.

Ekuitas dalam juta Rp | in millions of Rp

. Equity

Uraian YoY 2019-2020

2020 2019 2018
. Description % Nominal
Ekuitas (52,0%) (9.581.528) 8.860.772 18.442.300 11.006.676
. Equity

Grafik Ekuitas 2018 10.027

Tahun 2018-2020 (Rp)
Equity Graph 2019 10.027
Year 2018-2020 (Rp)
2020 10.027

172
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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Manajemen Struktur Modal
Capital Structure management
Dalam menjalankan tugas dan fungsinya, BPDPKS
merupakan badan pengelola dana berbentuk Badan
Layanan Umum (BLU) yang bersifat fleksibel dan tidak
bergantung pada Anggaran Pendapatan dan Belanja
Negara (APBN) sebagai sumber pendanaan kegiatan
usahanya.
Struktur Modal
Sesuai Peraturan Menteri Keuangan Nomor 113/
PMK.01/2015 tentang Organisasi dan Tata Kerja Badan
Pengelola Dana Perkebunan Kelapa Sawit, BPDPKS
merupakan unit organisasi non eselon yang berada
dalam lingkup Kementerian Keuangan yang berada
di bawah serta bertanggung jawab kepada Menteri
Keuangan melalui Direktur Jenderal Perbendaharaan.
Dalam menjalankan tugas dan fungsinya, BPDPKS
merupakan lembaga pengelola dana yang menganut
bentuk organisasi pelayanan publik yang fleksibel dan
tidak mengandalkan APBN sebagai sumber pendanaan
usahanya. Fleksibilitas penggunaan dana tersebut
memberikan hak kepada BPDPKS untuk mengawasi
keuangannya sendiri tanpa terpengaruh oleh kebutuhan
pendanaan sektor lain selain komoditas kelapa sawit.
Oleh karena itu, BPDPKS tidak memiliki struktur
permodalan dalam tata kelola (Corporate governance)
perusahaanya, yakni perincian struktur permodalan
yang terdiri atas utang/sukuk dan ekuitas berbasis
bunga, kebijakan pengelolaan struktur permodalan,
dan dasar pemilihan struktur permodalan.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
In carrying out its duties and functions, BPDPKS is a
fund management body in the form of a Public Service
Agency (BLU) which is flexible and does not depend on
the State Revenue and Expenditure Budget (APBN) as a
source of funding for its business activities.
Capital Structure
In accordance with the Regulation of the Minister
of Finance Number 113/PMK.01/2015 concerning
Organization and Work Procedure of the Palm Oil
Plantation Fund Management Agency, BPDPKS is a
non-echelon organizational unit within the scope of the
Ministry of Finance which is under and responsible to
the Minister of Finance through the Director General
of Treasury. . In carrying out its duties and functions,
BPDPKS is a fund management institution that adheres
to a flexible form of public service organization and
does not rely on APBN as a source of funding. The
flexibility of the use of these funds gives BPDPKS the
right to monitor its own finances without being affected
by the funding needs of other sectors other than palm
oil commodities.
Therefore, BPDPKS does not have a capital structure
in its corporate governance, namely the details of the
capital structure consisting of debt/sukuk and interest-
based equity, capital structure management policies,
and the basis for choosing the capital structure.
173
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Perbandingan Target dengan Realisasi Tahun 2020,
dan Proyeksi 2021
Comparison of Targets with Realizations in 2020, and Projections for 2021
Pendapatan BPDPKS pada tahun 2020 tercatat sebesar
Rp20.262.827.078.266 atau telah melampaui sebesar
290% dari target RBA yang ditetapkan pada tahun
2019 yaitu sebesar Rp7.381.000.000.000. Selanjutnya
sesuai dengan target RBA 2021, jumlah pendapatan
diproyeksikan sebesar Rp7.381.000.000.000.
Beban BPDPKS tahun 2020 tercatat sebesar
Rp(5.574.785.467.546), telah melampaui sebesar
50,57% dari target RBA yang ditetapkan pada
tahun 2019 yaitu sebesar Rp(10.992.000.000.000).
Selanjutnya sesuai dengan target RBA 2020, jumlah
beban diproyeksikan sebesar Rp(6.364.000.000.000).
Target dan Realisasi Aktivitas Tahun 2020
. Targets and Realization of Activities in 2020
Uraian
Pendapatan
Beban Usaha
Asumsi Proyeksi Tahun 2021
Proyeksi RBA pada tahun 2021 ditetapkan berdasarkan
asumsi-asumsi sebagai berikut:
y Saldo awal tahun 2021 sebesar Rp9.565.803.715.787
sesuai Surat Keterangan Konfirmasi saldo akhir
2020 dari KPPN Jakarta II Nomor Ket-19/WPB.12/
KP.02/2021 tanggal 25 Februari 2021.
y Proyeksi rata-rata harga CPO yang ditetapkan
Kementerian Perdagangan diproyeksikan rata-rata
US$ 833/MT.
y Volume ekspor 2020 sebesar 31,92 juta MT dan
tahun 2021 naik ke level 36,49 juta MT.
y Tarif pungutan ekspor kelapa sawit sesuai ketentuan
PMK Nomor 191/PMK.05/2020. Target pendapatan
dari pungutan ekspor tahun 2021 pada pagu awal
sebesar Rp13.383 miliar. Dengan tarif progresif
tersebut diproyeksikan pendapatan dari pungutan
ekspor mencapai Rp52.817 miliar.
y Pengelolaan dana dalam bentuk investasi
diproyeksikan memberikan yield sebesar 4% (rata-
rata deposito bank Pemerintah Buku IV sebesar
3,25%), diperkirakan pendapatan dari pengelolaan
dana sebesar Rp473 miliar.
y Proyeksi harga CPO KPBN bergerak di rentang
Rp9.289-Rp10.625/Kg dengan rata-rata Rp9.915/Kg,
174
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
BPDPKS revenue in 2020 was recorded at
Rp20,262,827,078,266 or has exceeded 290% of
the RBA target set in 2019 of Rp7,381,000,000,000.
Furthermore, according to the 2021 RBA target, the
total revenue is projected to be IDR 7,381,000,000,000.
The burden of BPDPKS for the year 2020 was recorded
at Rp(5,574,785,467,546), which had exceeded
50.57% of the RBA target set in 2019 which was
Rp(10,992,000,000,000). Furthermore, in accordance
with the 2020 RBA target, the total burden is projected
to be IDR 6,364,000,000,000.
dalam juta Rp | in million of Rp
Tahun 2020
Proyeksi RBA 2021
RBA Realisasi Pencapaian
7.381.000 21.262.827 288% 53.289.810
31.987.498 31.029.927 97% 55.200.000
2021 Projection Assumsio
The RBA projection in 2021 is determined based on the
following assumptions:
y The initial balance for 2021 is IDR 9,565,803,715,787
according to the Certificate of Confirmation of the
2020 final balance from KPPN Jakarta II Number Ket-
19/WPB.12/KP.02/2021 dated February 25, 2021.
y The projected average CPO price set by the Ministry
of Trade is projected to average US$ 833/MT.
y The export volume in 2020 was 31.92 million MT
and in 2021 it rose to the level of 36.49 million MT.
y Tariffs for palm oil export levies are in accordance
with the provisions of PMK No. 191/PMK.05/2020.
The revenue target from export levies in 2021 at
the initial ceiling is IDR 13,383 billion. With this
progressive tariff, it is projected that the revenue
from export levies will reach IDR 52,817 billion.
y Fund management in the form of investment is
projected to provide a yield of 4% (the average
Government Book IV bank deposit is 3.25%), with an
estimated income from fund management of Rp473
billion.
y KPBN's CPO price projection moves in the range of
Rp9,289-Rp10,625/Kg with an average of Rp9,915/
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Proyeksi harga MOPS bergerak direntang USD60,24-
USD61.85/bbl dengan rata-rata USD61,54/bbl
sehingga Rentang selisih HIP biodiesel – solar tahun
2021 sebesar Rp4.255-Rp5.624/liter dengan rata-
rata selisih Rp4.887/liter.
y Volume penyaluran biodiesel tahun 2020 sebesar
8,85 juta KL dan tahun 2021 naik menjadi 9,2 juta
KL, namun demikian untuk target pembayaran
adalah sebesar 9,01 juta KL. Perbedaan terjadi karena
perbedaan periode dimana untuk pembayaran
2021 adalah untuk periode 1 Oktober 2020 s.d. 30
September 2021. Total pembayaran insentif Biodiesel
tahun 2021 diperkirakan sebesar Rp49.111 miliar.
Rp15.957 miliar untuk pembayaran penyaluran
outstanding tahun 2020 (Okt – Des 2020) sebesar
2,11 juta KL dan Rp33.154 miliar untuk pembayaran
penyaluran Jan-Sep 2021 sebesar 6,9 juta KL.
y Target luasan lahan Peremajaan Sawit Rakyat (PSR)
tahun 2021 ditetapkan seluas 180.000 ha dengan
besaran bantuan dana Rp30 juta/ha, sehingga
membutuhkan dana sekitar Rp5.400 miliar (180.000 ha
x Rp30 juta). Ditambah biaya operasional (swakelola)
untuk Direktorat Jenderal Perkebunan dan jasa surveyor
total kebutuhan dana PSR mencapai Rp5.567 miliar.
y Sesuai dengan proyeksi pada lampiran hasil
keputusan rapat Komite Pengarah tanggal 22
Januari 2021, alokasi penggunaan dana selain
untuk PSR dan insentif biodiesel tahun 2021 juga
mendapatkan penyesuaian, yaitu:
ƒ program sarana dan prasaranaperkebunan
kelapa sawit sebesar Rp117 miliar.
ƒ program riset perkebunan kelapa sawit sebesar
Rp115 miliar dengan rata-rata pembiayaan
sebesar Rp2.300.000.000/riset.
ƒ program pengembangan SDM perkebunan
kelapa sawit sebesar Rp115 miliar, terdiri atas
program beasiswa diploma 1 s.d. 4 dan pelatihan
petani.
ƒ program promosi dan kemitraan sebesar Rp75
miliar.
ƒ Dana dukungan manajemen sebesar Rp100
miliar, digunakan untuk:
Š Kegiatan penghimpunan dana sebesar Rp2
miliar. Dana tersebut digunakan sebagai
dana pendukung dan biaya pengembangan
sistem pungutan ekspor (ebilling levy).
Š Kegiatan pengelolaan dana sebesar Rp3
miliar. Dana tersebut digunakan untuk jasa
manajer investasi, bank kustodian, dan
langganan layanan data serta platform
penempatan dan divestasi dana kelolaan.
Š Operasionalisasi perkantoran BPDPKS
termasuk remunerasi sebesar Rp95 miliar.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Kg, MOPS price projection moves in the range
of USD60.24-USD61.85/bbl with an average of
USD61.54/bbl so the Range The difference in HIP
biodiesel - diesel in 2021 is Rp.4,255-Rp5,624/liter
with an average difference of Rp.4,887/liter.
y The volume of biodiesel distribution in 2020 is 8.85
million KL and in 2021 it will increase to 9.2 million
KL, however, the payment target is 9.01 million KL.
The difference occurs due to the difference in the
period where the 2021 payment is for the period
from October 1, 2020 to s.d. 30 September 2021.
Total Biodiesel incentive payments in 2021 are
estimated at Rp49,111 billion. IDR 15,957 billion for
the payment of outstanding distribution in 2020
(Oct – Dec 2020) of 2.11 million KL and IDR 33,154
billion for payment of distribution in Jan-Sep 2021
of 6.9 million KL.
y The target land area for People's Palm Oil Replanting
(PSR) in 2021 is set at 180,000 ha with the amount of
funding assistance of Rp. 30 million/ha, thus requiring
funds of around Rp. 5,400 billion (180,000 ha x Rp.
30 million). Plus operational costs (swakelola) for the
Directorate General of Plantations and surveyor services,
the total PSR funding needs reached Rp 5,567 billion.
y In accordance with the projections in the attachment
to the decision of the Steering Committee meeting
on January 22, 2021, the allocation for the use of
funds other than PSR and biodiesel incentives in
2021 will also receive adjustments, namely:
ƒ oil palm plantation infrastructure program
amounting to Rp. 117 billion.
ƒ oil palm plantation research program amounting
to Rp115 billion with an average financing of
Rp2,300,000,000/research.
ƒ human resources development program for oil
palm plantations amounting to Rp115 billion,
consisting of scholarship programs for diplomas
1 to d. 4 and farmer training.
ƒ promotion and partnership programs amounting
to Rp75 billion.
ƒ Management support fund of Rp100 billion,
used for:
Š fundraising activities of Rp. 2 billion. The
funds are used as supporting funds and
costs for developing an export levy system
(ebilling levy).
Š fund management activities amounting
to Rp3 billion. The funds are used for
investment manager services, custodian
banks, and data service subscriptions as
well as the placement and divestment
platform of managed funds.
Š BPDPKS office operations including
remuneration of Rp95 billion.
175
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Informasi Keuangan Lainnya
Another Financial information
Informasi Transaksi Material
yang Mengandung Benturan
Kepentingan dan/atau Transaksi
Pihak Afiliasi
Tercatat hingga tanggal 31 Desember 2020, BPDPKS
tidak melakukan transaksi yang mengandung benturan
kepentingan dan/atau transaksi dengan pihak afiliasi.
Informasi dan Fakta Material
yang Terjadi Setelah Tanggal
Laporan Akuntan
1. Perubahan Komposisi Dewan Direksi pada
BPDPKS
Berdasarkan Keputusan Menteri Keuangan Nomor
53/KMK.01/2020 tentang Pemberhentian dan
Pengangkatan Direktur Utama pada Badan Layanan
Umum BPDPKS dan Nomor 54/KMK.01/2020
tentang Pemberhentian dan Pengangkatan dalam
Jabatan pada Badan Layanan Umum BPDPKS, mulai
tanggal 2 Maret 2020, Direktur Utama dan Direktur
Keuangan, Umum, Kepatuhan dan Manajemen
Risiko BPDPKS masing masing adalah Eddy
Abdurrachman dan Zaid Burhan Ibrahim.
2. Dampak Coronavirus 2019 Pandemi (’’Pandemi
COVID- 19”)
Sejak awal 2020, Pandemi COVID-19 telah merebak
di berbagai negara di seluruh penjuru dunia.
Pada bulan Maret 2020, Pemerintah Indonesia
mengumumkan secara resmi kasus COVID-19
terkonfirmasi di Indonesia. Selanjutnya pandemi ini
telah memengaruhi kinerja dan kegiatan ekonomi
dari BPDPKS dengan intensitas tertentu.
Dampak keseluruhan dari keuangan BPDPKS tidak
dapat diperkirakan secara andal pada tanggal
laporan keuangan ini. Manajemen akan memonitor
dengan intensif perkembangan dari Pandemi
COVID-19 ini, dan secara berkelanjutan akan
mengevaluasi dampaknya terhadap kinerja, posisi
keuangan dan hasil operasi dari BPDPKS.
Manajemen mengantisipasi dampak keuangan dari
Pandemi COVID-19 melalui:
ƒ Mengevaluasi kembali Rencana Anggaran dan
Biaya perusahaan untuk tahun 2020. Hal ini
sesuai dengan Surat Edaran Menteri Keuangan
Republik Indonesia Nomor S-45/MK.5/2020
terkait dengan Langkah Strategis Badan
Layanan Umum dalam Penanganan Dampak
Pandemi COVID-19.
176
Profil BPDPKS
BPDPKS Profile
Information on Material
Transactions Containing Conflicts
of Interest and/or Affiliated Party
Transactions
As of December 31, 2020, BPDPKS has not entered
into transactions containing conflicts of interest and/or
transactions with affiliated parties.
Material Information and Facts
Occurring After the Date of the
Accountant's Report
1. Changes in the Composition of the Board of
Directors at BPDPKS
Based on the Decree of the Minister of Finance No.
53/KMK.01/2020 concerning the Dismissal and
Appointment of the President Director at the BPDPKS
Public Service Agency and No. 54/KMK.01/2020
concerning Dismissal and Appointment in Position
at the BPDPKS Public Service Agency, starting
March 2, 2020, the President Director and Director
of Finance, General Affairs, Compliance and Risk
Management of BPDPKS are Eddy Abdurrachman
and Zaid Burhan Ibrahim, respectively.
2. Impact of the 2019 Coronavirus Pandemic
(“COVID-19 Pandemic”)
Since the beginning of 2020, the COVID-19
pandemic has spread in various countries around the
world. In March 2020, the Government of Indonesia
officially announced a confirmed case of COVID-19
in Indonesia. Furthermore, this pandemic has
affected the performance and economic activities
of BPDPKS with a certain intensity.
The overall financial impact of BPDPKS cannot be
estimated reliably at the date of these financial
statements. Management will intensively monitor
developments from this COVID-19 Pandemic,
and will continuously evaluate its impact on the
performance, financial position and results of
operations of BPDPKS.
Management anticipates the financial impact of the
COVID-19 Pandemic through:
ƒ Re-evaluate the company's Budget and Cost
Plan for 2020. This is in accordance with the
Circular Letter of the Minister of Finance of
the Republic of Indonesia No. S-45/MK.5/2020
is related to the Strategic Steps of the Public
Service Agency in Handling the Impact of the
COVID-19 Pandemic.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
ƒ Menjaga kecukupan kas dan setara kas BPDPKS
agar dapat membiayai beban penyaluran dana
BPDPKS melalui pengajuan penyesuaian tarif
pungutan atas ekspor produk kelapa sawit dan
turunannya kepada Menteri Keuangan sesuai
keputusan Komite Pengarah.
ƒ Pengajuan penetapan capping atas pembayaran
selisih harga biodiesel terkait kenaikan selisih
kurang harga biodiesel kepada Menteri Energi
dan Sumber Daya dan Mineral sesuai keputusan
Komite Pengarah.
ƒ Menyusun Standar Pelayanan Minimum baru
untuk menyesuaikan penerapan work-from-
home(WFH).
Prospek dan Strategi Usaha
Business Prospects and Strategy
Kinerja perekonomian global terus menunjukkan
perbaikan, dan diperkirakan akan meningkat lebih
tinggi pada 2021.
Membaiknya perekonomian global didorong oleh
peningkatan mobilitas dan dampak dari berlanjutnya
langkah-langkah stimulus di berbagai negara, terutama
Amerika Serikat (AS)dan China. Perkembangan
beberapa indikator di awal November 2020
menegaskan berlanjutnya perbaikan ekonomi global.
Purchasing Managers’ Index (PMI) untuk manufaktur
dan jasa terus meningkat di AS dan China, kepercayaan
konsumen dan bisnis terus meningkat di AS, China
dan kawasan Uni Eropa, dan tingkat pengangguran
turun di banyak negara. Dengan perkembangan
tersebut, perbaikan ekonomi global diperkirakan
terus berlanjut dengan tumbuh di kisaran 5,0% pada
tahun 2021, setelah terkontraksi 3,8% pada tahun
2020. Kecepatan perbaikan ekonomi global ke depan
dipengaruhi oleh implementasi vaksinasi, peningkatan
mobilitas, dan berlanjutnya stimulus kebijakan fiskal
dan moneter. Perbaikan ekonomi global tersebut
mendorong kenaikan volume perdagangan dan
harga komoditas dunia sesuai prakiraan sebelumnya.
Sementara itu, ketidakpastian pasar keuangan global
diperkirakan menurun didorong oleh ekspektasi positif
terhadap prospek perekonomian global seiring dengan
ketersediaan vaksin, di tengah kondisi likuiditas global
yang besar, suku bunga rendah dan tren pelemahan
nilai tukar dolar AS. Perkembangan ini kembali
meningkatkan aliran modal ke negara berkembang dan
mendorong penguatan mata uang berbagai negara,
termasuk Indonesia.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
ƒ Maintain adequate cash and cash equivalents
of BPDPKS in order to be able to finance the
burden of distributing BPDPKS funds through
the submission of tariff adjustments for levies on
exports of palm oil products and their derivatives
to the Minister of Finance in accordance with the
decision of the Steering Committee.
ƒ Submission of a capping determination on the
payment of the difference in biodiesel prices
related to the increase in the difference in the
price of biodiesel to the Minister of Energy and
Resources and Minerals in accordance with the
decision of the Steering Committee.
ƒ Develop new Minimum Service Standards to
match work-from-home(WFH) implementations.
The global economy performance continues to show
improvement, and is predicted to increase further in
2021.
The improvement in the world economy was driven by
increased mobility and the impact of continued policy
stimulus in various countries, especially the United
States (US) and China. The development of a number of
early indicators in November 2020 confirms the ongoing
improvement in the global economy. Manufacturing and
services Purchasing Manager’s Index (PMI) continued
to rise in the US and China, consumer and business
confidence continued to improve in the US, China and
the European region, and unemployment rates declined
in many countries. With these developments, global
economic improvement is expected to continue with
growth in the range of 5.0% in 2021, after contracting
3.8% in 2020. The speed of the future global economic
recovery is affected by the implementation of
vaccination, improved mobility, and continued fiscal
and monetary policy stimulus. The improvement in
the global economy has boosted trade volume and
world commodity prices in line with previous forecasts.
Meanwhile, uncertainty in global financial markets is
predicted to ease, driven by positive expectations for
the global economic outlook in line with the availability
of vaccines, amid conditions of large global liquidity,
low interest rates, and the trend of a weakening US
Dollar exchange rate. This development has again
increased capital flows to developing countries and
has encouraged the strengthening of the currencies of
various countries, including Indonesia.
177
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Perbaikan pertumbuhan ekonomi domestik
diperkirakan terus berlangsung secara bertahap dan
akan meningkat pada tahun 2021.
Perkembangan ini ditunjukkan dengan adanya tren
kinerja positif secara berkelanjutan dari beberapa
indikator pada November 2020, seperti peningkatan
mobilitas masyarakat di wilayah tertentu, perbaikan
PMI manufaktur yang berkelanjutan, konsolidasi
yang memperkuat keyakinan dan harapan konsumen
mengenai pendapatan, lapangan kerja, dan kinerja
bisnis. Kedepan, vaksinasi dan disiplin penerapan rezim
Covid-19 menjadi prasyarat bagi proses pemulihan
ekonomi nasional.
Prospek perekonomian domestik yang membaik
tersebut juga didukung oleh berbagai langkah
kebijakan yang diarahkan untuk mendorong (i)
pembukaan sektor-sektor produktif dan aman
secara nasional maupun di masing-masing daerah,
(ii) akselerasi stimulus fiskal, (iii) penyaluran kredit
perbankan dari sisi permintaan dan penawaran, (iv)
berlanjutnya stimulus moneter dan makroprudensial,
serta (v) percepatan digitalisasi ekonomi dan keuangan,
khususnya terkait pengembangan UMKM. Dengan
kondisi tersebut, pertumbuhan ekonomi Indonesia
diperkirakan akan mulai positif pada triwulan IV
2020 dan pada kisaran -1% hingga -2% pada 2020,
serta selanjutnya meningkat pada kisaran 4,8-5,8%
pada 2021. Bank Indonesia akan terus memperkuat
sinergi dengan Pemerintah dan otoritas terkait dalam
menempuh langkah-langkah kebijakan lanjutan agar
berbagai kebijakan yang ditempuh semakin efektif
mendorong pemulihan ekonomi.
Nilai tukar Rupiah terjaga didukung langkah-langkah
stabilisasi Bank Indonesia dan berlanjutnya aliran
masuk modal asing ke pasar keuangan domestik.
Nilai tukar Rupiah pada 16 Desember secara
rata rata mengalami penguatan sebesar 0,63%,
meskipun melemah terbatas 0,04% secara point to
point dibandingkan dengan level November 2020.
Perkembangan nilai tukar Rupiah yang terjaga
didorong peningkatan aliran masuk modal asing ke
pasar keuangan domestik seiring dengan menurunnya
ketidakpastian pasar keuangan global dan persepsi
positif investor terhadap prospek perbaikan
perekonomian domestik. Dengan perkembangan ini,
Rupiah sampai dengan 16 Desember 2020 mencatat
depresiasi sekitar 1,72% (ytd) dibandingkan dengan
level akhir 2019. Ke depan, Bank Indonesia memandang
penguatan nilai tukar Rupiah berpotensi berlanjut
seiring levelnya yang secara fundamental masih
undervalued. Hal ini didukung oleh defisit transaksi
berjalan yang rendah, inflasi yang rendah dan
terkendali, daya tarik aset keuangan domestik yang
kuat dan penurunan premi risiko Indonesia, serta
likuiditas global yang signifikan.
178
Profil BPDPKS
BPDPKS Profile
Improvements in domestic economic growth are
predicted to continue in stages and will increase in
2021.
These developments are indicated by the continued
positive performance of a number of indicators
in November 2020, such as increased community
mobility in several areas, continued improvement in
the Manufacturing PMI, and strengthened consumer
confidence and expectations regarding income, job
availability, and business activities. Going forward,
vaccination and the disciplinary of implementing the
Covid-19 protocol are prerequisite conditions for the
national economic recovery process.
The improving outlook for the domestic economy is
also supported by various policy measures aimed at
encouraging (i) opening of productive and safe sectors
both nationally and in each region, (ii) acceleration of
fiscal stimulus, (iii) disbursement of bank credit from
the supply and demand side, (iv) continued monetary
and macroprudential stimulus, and (v) accelerated
economic and financial digitization, particularly related
to the development of MSMEs. With these conditions,
Indonesia’s economic growth is expected to start
positive in the 4th Quarter of 2020 and in the range of
-1% to -2% in 2020, and further increase in the range
of 4.8-5.8% in 2021. Bank Indonesia will continue
to strengthen synergies with the Government and
relevant authorities in taking further policy steps so
that the various policies adopted are more effective in
promoting economic recovery.
The Rupiah exchange rate was maintained supported
by Bank Indonesia’s stabilization measures and
continued inflows of foreign capital into the domestic
financial market.
The Rupiah exchange rate on December 16 strengthened
by 0.63% on average, although it weakened to a limited
0.04% point-to-point compared to November 2020.
The stable development of the Rupiah exchange rate
was driven by an increase in foreign capital inflows to
the domestic financial market in line with the decline.
uncertainty in global financial markets and positive
investor perceptions of the prospects for improvement
in the domestic economy. With this development, the
Rupiah as of December 16, 2020 recorded a depreciation
of around 1.72% (ytd) compared to the end of 2019.
Going forward, Bank Indonesia views the strengthening
of the Rupiah exchange rate as potentially continuing
as the level is still fundamentally undervalued. This is
supported by a low current account deficit, low and
controlled inflation, high attractiveness of domestic
financial assets, and Indonesia’s declining risk premium,
as well as large global liquidity.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Ke depan, Bank Indonesia akan terus memperkuat
kebijakan stabilisasi nilai tukar Rupiah yang sejalan
dengan fundamental dan pengoperasian mekanisme
pasar, melalui operasi moneter yang efisien dan
ketersediaan likuiditas di pasar.
Inflasi 2020 tercatat rendah sejalan permintaan yang
belum kuat dan pasokan yang memadai.
Inflasi Indeks Harga Konsumen (IHK) pada November
2020 tercatat 0,28% (mtm), sehingga secara
tahunan inflasi mencapai 1,59% (yoy). inflasi inti
tetap rendah akibat lemahnya pengaruh permintaan
domestik, konsistensi kebijakan Bank Indonesia untuk
menyelaraskan ekspektasi inflasi ke kisaran sasaran
dan menjaga stabilitas nilai tukar. Sementara itu,
inflasi kelompok volatile food meningkat terutama
karena faktor musiman akibat kenaikan harga produk
hortikultura seiring dengan musim panen dan kenaikan
harga komoditas dunia. Inflasi harga manajemen
juga meningkat karena kenaikan harga angkutan
udara sebagai bagian dari deflasi harga listrik sejalan
dengan kebijakan penyesuaian tarif. Bank Indonesia
memperkirakan inflasi 2020 lebih rendah dari batas
bawah target inflasi dan kembali ke sasarannya 3,0%
± 1% pada 2021. Bank Indonesia konsisten menjaga
stabilitas harga dan memperkuat koordinasi kebijakan
dengan Pemerintah, baik di tingkat pusat maupun
daerah melalui Tim Pengendali Inflasi (TPI dan TPID),
guna mengendalikan inflasi sesuai kisaran targetnya.
Sumber: Tinjauan Kebijakan Moneter Bank Indonesia,
Desember 2020
Prospek Industri Crude Palm Oil
(CPO)
Memasuki tahun 2020, industri sawit Indonesia
mendapatkan angin segar dengan membaiknya kondisi
iklim yang serta harga komoditas yang cukup tinggi.
Berdasarkan data BMKG, iklim 2020 diperkirakan
akan normal dan jauh lebih baik dari iklim 2019, musim
kemarau diperkirakan akan dimulai pada April-Mei.
Pemerintah berjanji akan menerapkan B 30 pada 2020,
menunjukkan kepada dunia bahwa situasi di Indonesia
sangat serius dan memiliki peran vital yang sangat
mempengaruhi perdagangan minyak nabati dunia
dan perdagangan minyak dalam negeri. Diperkirakan
kebutuhan biodiesel dalam negeri akan mencapai 8,3
juta ton pada tahun 2020, yang dapat mempengaruhi
pasokan produk minyak sawit yang diekspor.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Going forward, Bank Indonesia will continue to
strengthen its policy to stabilize the Rupiah exchange rate
in accordance with its fundamentals and the workings
of market mechanisms, through effective monetary
operations and availability of liquidity in the market.
Inflation in 2020 was recorded at a low level in line
with weak demand and adequate supply.
The Consumer Price Index (CPI) inflation in November
2020 was recorded at 0.28% (mtm), bringing annual
inflation to 1.59% (yoy). Core inflation remains low
in line with the weak influence of domestic demand,
the consistency of Bank Indonesia policies in
directing inflation expectations to the target range,
and maintained exchange rate stability. Meanwhile,
inflation in the volatile foods category increased mainly
due to seasonal factors due to rising horticultural
commodity prices in line with the passing of the
harvest season and rising global commodity prices.
Administered prices inflation also increased, driven
by the increase in air transport fares amid deflation
of electricity tariff commodities in line with the tariff
adjustment policy. Bank Indonesia estimates that
2020 inflation will be lesser than the lower limit of the
inflation target and return to its target of 3.0% ± 1% in
2021. Bank Indonesia is consistent in maintaining price
stability and strengthening policy coordination with
the Government, both at the central and regional levels
through the Inflation Control Team (TPI and TPID), in
order to control inflation within the target range.
Source: Bank Indonesia Monetary Policy Review,
December 2020
Crude Palm Oil Prospect
Entering 2020, the Indonesian palm oil industry will get
a breath of fresh air with improving climatic conditions
and commodity prices that quite high. Based on BMKG
data, the climate in 2020 is predicted to be normal and
much better than the 2019 climate, the dry season is
expected to start in April-May.
The government promised to implement B 30 by 2020,
showing the world that the situation in Indonesia is
very serious and has a vital role that greatly affects the
world vegetable oil trade and domestic oil trade. It is
estimated that the domestic demand for biodiesel will
reach 8.3 million tons by 2020, which may affect the
supply of exported palm oil products.
179
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights
Meskipun situasi ekonomi dunia pada tahun 2020
masih belum jelas; situasi politik di Timur Tengah
masih panas, perang dagang AS-China belum berakhir,
UE masih membutuhkan pembangunan berkelanjutan,
penggunaan biofuel negara meningkat, jumlah
perusahaan bersertifikat ISPO semakin bertambah, dan
tujuan ekspor baru Pembukaan negara tersebut akan
semakin melindungi pasar minyak sawit Indonesia di
pasar global, membuat GAPKI tetap optimistis industri
kelapa sawit Indonesia akan tetap memiliki prospek
yang baik di tahun-tahun mendatang
Memperhatikan tantangan-tantangan peluang pasar
ekspor maupun domestik dalam negeri serta adanya
iklim usaha yang lebih berpihak kepada peningkatan
investasi, maka program kerja seluruh stakeholder
sawit tahun 2020 perlu difokuskan pada:
1. Peningkatan produktivitas baik melalui perbaikan
teknik produksi maupun replanting.
2. Mendorong percepatan implementasi sustainability/
ISPO.
3. Mendorong pengembangan ekspor terutama
di negara tujuan ekspor baru dan penanganan
berbagai hambatan perdagangan di pasar global.
4. Meningkatkan kecintaan masyarakat Indonesia
terhadap minyak sawit dan produk turunannya
serta memperluas dan mengembangkan kampanye
positif sawit yang efektif, baik di dalam negeri
maupun di berbagai negara tujuan ekspor utama.
Dengan mempertimbangkan berbagai peluang dan
tantangan yang dihadapi pada tahun 2020, serta
dukungan kuat pemerintah terhadap industri kelapa
sawit, GAPKI optimistis industri kelapa sawit pada
tahun 2020 akan lebih baik dari tahun 2019.
Statistik Minyak Sawit Indonesia Tahun 2020
. Indonesian Palm Oil Statistics 2020
Produksi | Production
Tahun
Year Total CPO PKO
.
2020 51.583 47.034 4.549
2019 51.828 47.18 4.648
2018 47.388 43.108 4.280
*) Produk olahan termasuk oleokimia dan biodiesel | Processed products including oleochemicals and biodiesel
Sumber: Siaran Pers Gabungan Pengusaha Kelapa Sawit
Indonesia
(GAPKI} : Refleksi Industri Kelapa Sawit 2019 dan Prospek 2020,
03 Februari 2020
180
Profil BPDPKS
Management Report BPDPKS Profile
Although the world economic situation in 2020 is still
unclear; the political situation in the Middle East is still
hot, the US-China trade war is not over yet, the EU still
needs sustainable development, the use of state biofuels
is increasing, the number of ISPO certified companies
is increasing, and new export destinations The opening
of the country will further protect Indonesia's palm oil
market in the market. globally, making GAPKI remain
optimistic that the Indonesian palm oil industry will
continue to have good prospects in the years to come
Taking into account the challenges of domestic
and export market opportunities as well as the
existence of a business climate that is more in favor of
increasing investment, the work program of all palm oil
stakeholders in 2020 needs to be focused on:
1. Increased productivity through improvement of
production techniques and replanting.
2. Encouraging the acceleration of the implementation
of sustainability/ISPO.
3. Encouraging the development of exports, especially
in new export destination countries and the handling
of various trade barriers in the global market.
4. Increase the love of the Indonesian people towards
palm oil and its derivative products as well as
expand and develop effective palm oil positive
campaigns, both domestically and in various major
export destination countries.
Taking into account the various opportunities and
challenges faced in 2020, as well as the government's
strong support for the palm oil industry, GAPKI is
optimistic that the palm oil industry in 2020 will be
better than 2019.
dalam ribu ton | in thousand tons
Konsumsi Dalam Ekspor | Export
Negeri | Domestic Stok
Total CPO PKO
Consumption
17.439 17.439 7.171 10.268 4.867
16.673 36.175 7.065 29.11 4.597
13.491 34.707 6.561 28.145 3.261
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Strategi Usaha Enterprises Strategy

BPDPKS terus berupaya dengan melakukan analisis
kondisi internal dan eksternal sebagai upaya
mengidentifikasi peluang dan tantangan yang dihadapi
dalam melaksanakan pengelolaan Dana Perkebunan
Kelapa Sawit dalam 5 tahun ke depan yang difokuskan
pada aspek layanan, keuangan, SDM dan organisasi,
serta sarana dan prasarana. Hasil analisis lingkungan
tersebut diuraikan sebagai berikut:
BPDPKS continues to strive by analyzing internal and
external conditions in an effort to identify opportunities
and challenges faced in implementing the management
of the Palm Oil Plantation Fund in the next 5 years
which is focused on aspects of service, finance,
human resources and organization, as well as facilities
and infrastructure. The results of the environmental
analysis are described as follows:

a. Analisis Lingkungan Internal a. Internal Environmental Analysis

Berdasarkan analisis, faktor internal yang Based on the analysis, the internal factors that
mempengaruhi pencapaian visi, misi, dan tujuan influence the achievement of the vision, mission,
BPDPKS adalah: and goals of BPDPKS are:

KEKUATAN | STRENGTH
Aspek Layanan | Service Aspect
1. Eksportir merupakan stakeholders tetap dalam perspektif penerimaan sepanjang tarif pungutan ekspor diberlakukan
2. Program sawit untuk energi menjadi layanan unggulan untuk membuka pasar kelapa sawit dalam negeri di tengah peningkatan
jumlah stok
3. Program layanan untuk meningkatkan ekonomi nasional melalui peningkatan kesejahteraan pekebun sawit swadaya merupakan
program strategis nasional
1. Program layanan didukung oleh stakeholders baik dari pelaku industri sawit, pekebun, dan pemerintah
.

2. Exporters are permanent stakeholders in the perspective of revenue as long as the export levy tariff is applied
.

3. The palm oil program for energy has become a leading service to open up the domestic palm oil market amidst an increasing number of stocks
4. The service program to improve the national economy through improving the welfare of self-subsistent palm oil farmers is a national strategic program
5. The service program is supported by stakeholders from the palm oil industry, farmers, and the government
Aspek Keuangan | Financial Aspect
1. Pendapatan meningkat seiring peningkatan kinerja ekspor kelapa sawit
2. Tarif pungutan ekspor menjadi alat untuk menjaga competitiveness produk domestik di luar negeri terutama dengan Malaysia
3. Pola Pengelolaan Keuangan Badan Layanan Umum memberikan fleksibilitas lebih di dalam mendukung pelaksanaan anggaran
program sawit
1. Revenue increases in line with the increase in palm oil export performance
2. Export levy tariffs are tools to maintain the competitiveness of domestic products abroad, especially with Malaysia
3. The Financial Management Pattern of Public Service Agencies provides more flexibility in supporting the implementation of the palm oil program budget
Aspek SDM dan Organisasi | HR and Organizational Aspects
1. SDM yang berasal dari berbagai latar belakang (PNS dan profesional swasta) memperkaya sudut pandang implementasi kinerja
2. BPDPKS memiliki fleksibilitas untuk bekerjasama dengan pihak profesional di dalam memberikan pandangan dan rekomendasi
independen untuk setiap keputusan bisnis seperti komite litbangyangterdiri atas peneliti, surveyor, dan konsultan IT
3. Status BPDPKS sebagai lembaga pemerintah memberikan independensi di dalam membangun kerjasama multistakeholders
1. HR from various backgrounds (Civil Servant and private professionals) enrich the perspective of performance implementation
2. BPDPKS has the flexibility to cooperate with professionals in providing independent views and recommendations for every business decision such as an
R&D committee consisting of researchers, surveyors, and IT consultants
3. The status of BPDPKS as a government institution provides independence in building multi-stakeholder cooperation
Aspek Sarana dan Prasarana | Facilities and Infrastructure Aspects
1. Lokasi kantor BPDPKS di jantung ibukota Jakarta mudah dijangkau sehingga meningkatkan koordinasi dengan stakeholders
2. Operasional layanan didukung oleh sistem dan perangkat IT yang sangat memadai, seperti sistem e-billing pungutan ekspor, portal
program peremajaan, dan sistem informasi perkantoran seperti persuratan dan absensi pegawai
3. BPDPKS memiliki website sebagai platform penyebaran informasi dan komunikasi yang terus berkembang
1. BPDPKS office location in the heart of the capital city of Jakarta is easy to reach so as to improve coordination with stakeholders
2. Service operations are supported by very adequate IT systems and equipment, such as export levy e-billing systems, rejuvenation program portals, and
office information systems such as correspondence and employee attendance
3. BPDPKS has website as a platform for disseminating information and communication that continues to grow

KELEMAHAN | WEAKNESS
Aspek Layanan | Service Aspect
1. Penghapusan peran surveyor memberikan disinsentif bagi BPDPKS untuk menjalankan tugas verifikasi serta memastikan validitas
data ekspor dan pungutan
2. Pelaksanaan program untuk peningkatan kesejahteraan pekebun sawit belum dilakukan secara terintegrasi
3. BPDPKS masih belum dapat memetakan seluruh target potensial penerima dana sehingga berdampak pada penyerapan dana sawit
yang rendah
4. Birokrasi yang panjang atas penyaluran dana yang melibatkan banyak perangkat pusat dan daerah menambah waktu proses kerja
penyaluran dana sawit
5. Diseminasi informasi layanan BPDPKS belum optimal kepada seluruh potential customer
1. The abolition of surveyor roles provides a disincentive for BPDPKS to carry out verification tasks and ensure the validity of export data and levies
2. The implementation of programs to improve the welfare of palm oil farmers has not been carried out in an integrated manner
3. BPDPKS still has not been able to map all potential target recipients of funds so that it has an impact on the low absorption of palm oil funds
4. The lengthy bureaucracy over the distribution of funds involving many central and regional apparatuses adds to the working process of distributing palm
oil funds
5. Dissemination of information on BPDPKS services is not optimal to all potential customers

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Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Aspek Keuangan | Financial Aspect

1. Kepastian pungutan sangat tergantung pada kinerja ekspor kelapa sawit dan kebijakan tarif pungutan yang ditetapkan oleh
pemerintah
2. Perencanaan anggaran belum efektif sehingga dana program banyak yang mengendap dan belum tersalurkan optimal (opportunity
lost)
3. lnvestasi dana sawit sangat konservatif dan tidak mendispensasi kerugian akibat bisnis. Hal tersebut membuat imbal hasil
investasi tidak berkontribusi besar di dalam menambah ketersediaan dana program
1. The certainty of levies is highly dependent on the performance of palm oil exports and the levy tariff policies set by the government
2. Budget planning has not been effective so that many program funds are deposited and have not been channeled optimally (opportunity lost)
3. Investment in palm oil funds is very conservative and does not dispensate losses due to business. This makes the return on investment not contribute
greatly in increasing the availability of program funds
Aspek SDM dan Organisasi | HR and Organizational Aspects
1. Pemberdayaan SDM yang berkompeten belum terencana dengan baik
2. Seluruh proses bisnis masih belum distandarisasi dalam Standar Prosedur Operasi. Hal tersebut berdampak pada standar waktu
layanan yang bervariasi
3. Kurang optimalnya pengembangan kompetensi teknis pegawai untuk meningkatkan pelayanan
1. Empowerment of competent HR has not been well planned
2. All business processes are still not standardized in Standard Operating Procedures. This has an impact on varying service time standards
3. Less than optimal development of employees’ technical competence to improve services
Aspek Sarana dan Prasarana | Facilities and Infrastructure Aspects
1. Keterbatasan sarana dan prasarana verifikasi dan pengujian komoditas ekspor seperti laboratorium dan perangkat penguji lainnya
pasca penghapusan peran surveyor
2. Pemanfaatan media website sebagai sarana promosi BPDPKS belum optimal
3. Penyaluran dana program relatif masih manual dan belum ditingkatkan menjadi berbasis lT
4. Belum tersedianya data industri sawit yang valid dan dinamis
1. Limited facilities and infrastructure for verification and testing of export commodities such as laboratories and other testing equipment after the
abolition of the surveyor roles
2. The use of website media as a means of promotion of BPDPKS has not been optimal
3. The distribution of program funds is still relatively manual and has not been upgraded to IT-based
4. No valid and dynamic data on the palm oil industry is available

b. Analisis Lingkungan Eksternal b. External Environmental Analysis

Analisis lingkungan eksternal juga dilakukan
dengan mempertimbangkan 4 (empat) aspek yang
terdiri dari aspek layanan, keuangan, SDM dan
organisasi, serta sarana dan prasarana. Berdasarkan
analisa, faktor eksternal yang berpengaruh antara
lain sebagai berikut:
External environmental analysis is also carried out by
considering 4 (four) aspects consisting of aspects of
service, finance, human resources and organization,
as well as facilities and infrastructure. Based on the
analysis, the influencing external factors include the
following:

PELUANG | OPPORTUNITY
Aspek Layanan | Service Aspect
1. Potensi pasar minyak sawit sangat luas
2. Program green diesel dan biodiesel untuk kebutuhan energi berpeluang menyerap hasil produksi kebun dalam negeri khususnya
pekebun swadaya
3. Pertumbuhan penggunaan media sosial yang besar menjadi peluang bagi BPDPKS untuk mempromosikan sawit nasional ke tingkat
global secara efektif dan efisien
4. Moratorium lahan perkebunan menjadi peluang bagi BPDPKS untuk memberikan layanan optimal bagi peningkatan produktivitas
kebun dan nilai tambah industri dalam negeri khususnya pekebun swadaya
5. Otonomi daerah membuka peluang bagi BPDPKS untuk bekerjasama langsung dengan Kepala Daerah di dalam membangun
industri sawit lokal secara sinergis dan berkelanjutan
1. The market potential of palm oil is very wide
2. Green diesel and biodiesel programs for energy needs have the opportunity to absorb the results of domestic plantation production, especially self-
subsistent farmers
3. The large growth in the use of social media is an opportunity for BPDPKS to effectively and efficiently promote national palm oil to the global level
4. The plantation land moratorium is an opportunity for BPDPKS to provide optimal services for increasing plantation productivity and adding value to
domestic industries, especially self-subsistent farmers.
5. Regional autonomy opens opportunities for BPDPKS to work directly with Regional Heads in developing the local palm oil industry in a synergistic and
sustainable manner
Aspek Keuangan | Financial Aspect
1. Potensi penerimaan lain selain pungutan ekspor seperti iuran dan dana pihak ketiga menjadi peluang bagi BPDPKS untuk
meningkatkan sumber penerimaan.
1. Potential revenues other than export levies such as fees and third-party funds are opportunities for BPDPKS to increase sources of revenue.
Aspek SDM dan Organisasi | HR and Organizational Aspects
1. Terbukanya kesempatan meningkatkan kompetensi pegawai melalui program beasiswa S2 dan S3 dari kementerian keuangan dan/
atau diklat-diklat profesi yang didanai oleh dana dukungan manajemen BPDPKS.
2. Berlakunya sistem reformasi birokrasi untuk meningkatkan kinerja SDM melalui penempatan SDM sesuai dengan kompetensinya
dengan sarana dan prasarana yang memadai untuk pelayanan prima.
1. Opportunities to improve employee competence through master and doctoral scholarship programs from the ministry of finance and/or professional
trainings, whichare funded by BPDPKS management support funds
2. The implementation of a bureaucratic reform system to improve HR performance through the placement of HR in accordance with their competencies
with adequate facilities and infrastructure for excellent service

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Aspek Sarana dan Prasarana | Facilities and Infrastructure Aspects

1. Terbuka peluang kerjasama dengan pihak ketiga dari dalam dan/atau luar negeri dalam rangka penyediaan sarana dan prasarana
serta pelaksanaan program perbaikan data industri sawit
2. Terbukanya kerjasama dengan peneliti dari dalam dan/atau luar negeri untuk pengujian bibit legitimate
1. The opening of opportunities for cooperation with third parties from domestic and/or abroad in the context of providing facilities and infrastructure as
well as implementing programs for improving data on the palm oil industry
2. The opening of collaboration with researchers from domestic and/or abroad for testing legitimate seeds

TANTANGAN | CHALLENGE
Aspek Layanan | Service Aspect
1. Distorsi pemahaman stakeholders akan tugas dan fungsi BPDPKS sebagai lembaga pengelola dana berpotensi memberikan publik
ekspektasi berlebihan akan wewenang BPDPKS dan berdampak negatif bagi kredibilitas BPDPKS sebagai lembaga pemerintah
2. Teknologi industri kelapa sawit Malaysia lebih unggul dibandingkan Indonesia berdampak pada kualitas produksi kebun sawit
yang lebih baik dan diterima masyarakat global
3. Kehadiran negara-negara Amerika Tengah dan Selatan serta Pantai Barat Afrika sebagai new emerging palm oil producer
berpotensi menurunkan market share minyak sawit Indonesia di pasar global
4. Kampanye negatif dan kebijakan pelarangan impor produk sawit ke pasar Eropa yang terus dilakukan pasar Eropa dan Parlemen
Uni Eropa berpotensi memberikan efek multiplier di pasar minyak nabati kawasan lainnya
5. Kehadiran winter seed Uni Eropa menjadi substitusi minyak sawit ketika musim dingin di Eropa. Hal tersebut berdampak pada
potensi penurunan pasar sawit nasional
1. Distortion of stakeholders' understanding of the duties and functions of BPDPKS as a fund management institution has the potential to give the public
excessive expectations of the authority of BPDPKS and have a negative impact on the credibility of BPDPKS as a government institution
2. Malaysia's palm oil industry technology is more superior to Indonesia's which has an impact on the quality of palm oil plantation production, which is
better and accepted by the global community
3. The presence of Central and South American countries and the West Coast of Africa as new emerging palm oil producers has the potential to reduce the
market share of Indonesian palm oil in the global market.
4. Negative campaigns and policies to ban the import of palm products to the European market that continue to be carried out by the European market and
the European Union Parliament have the potential to have a multiplier effect in other regional vegetable oil markets
5. The presence of the European Union's winter seed becomes a substitute for palm oil when it is winter in Europe. This has an impact on the potential
decline in the national palm oil market
Aspek Keuangan | Financial Aspect
1. Tingkat inflasi berpotensi menggerus nilai dana program yang diberikan BPDPKS kepada pelanggan seperti pekebun sawit
2. Penguatan nilai tukar rupiah terhadap US Dollar berpotensi menurunkan penerimaan dari pungutan ekspor
3. Penurunan pasar luar negeri akibat kompetisi dengan produk sejenis dan/atau hambatan dagang dari negara tujuan ekspor
berpotensi menurunkan penerimaan dari pungutan ekspor
4. lntensifikasi program biodiesel dan rencana penerapan program biofuel berpotensi menyerap stok untuk pasar luar negeri.
1. The inflation rate has the potential to erode the value of program funds provided by BPDPKS to customers such as palm oil farmers
2. The strengthening of the Rupiah exchange rate against the US Dollar has the potential to reduce revenues from export levies
3. The decline in foreign markets due to competition with similar products and/or trade barriers from export destination countries has the potential to
reduce revenues from export levies
4. Intensification of the biodiesel program and the planned implementation of the biofuel program has the potential to absorb stocks for foreign markets.
Aspek SDM dan Organisasi HR and Organizational Aspects
1. Perubahan lingkungan yang berlangsung cepat menuntut BPDPKS untuk dapat lebih responsif dalam memberikan layanan secara
efektif dan efisien serta lebih adaptif di dalam menyesuaikan bentuk organisasi dengan tuntutan perubahan
2. Pembentukan BPDPKS melalui Peraturan Presiden menjadikan keberlanjutan bisnis organisasi bergantung pada arah kebijakan
setiap pimpinan negara
1. Rapid environmental changes require BPDPKS to be more responsive in providing services effectively and efficiently and to be more adaptive in adapting
organizational forms to changing demands
2. The establishment of BPDPKS through a Presidential Regulation makes the organization's business sustainability dependent on the policy direction of
each state leader
Aspek Sarana dan Prasarana | Facilities and Infrastructure Aspects
1. Ketersediaan sarana dan prasarana pengolahan hasil kebun seperti laboratorium bibit, prasarana perkebunan, dan pengolahan
hasil perkebunan yang didominasi perusahaan besar berpotensi menurunkan kemandirian usaha kebun rakyat
2. Keterbatasan penyediaan bibit legitimate untuk pekebun swadaya serta mekanisme penyaluran bibit siap salur yang tepat sasaran
berpotensi menurunkan kualitas output dari penyaluran dana sawit
3. Sarana dan prasarana pengolahan CPO menjadi biofuel yang saat ini belum tersedia di dalam negeri memerlukan investasi yang
besar untuk membeli teknologi tersebut
1. Availability of facilities and infrastructure for processing garden products, such as seed laboratories, plantation infrastructure, and processing plantation
products, which are dominated by large companies, has the potential to reduce the independence of people's plantation businesses.
2. The limited supply of legitimate seeds for self-subsistent farmers and the proper distribution mechanism for ready-to-channel seeds have the potential
to reduce the quality of output from the distribution of palm oil funds.
3. Facilities and infrastructure for processing CPO into biofuel which are currently not available domestically require a large investment to purchase the
technology

Strategi usaha BPDPKS dalam rangka menghadapi
tantangan dan menangkap peluang pada industri
kelapa sawit mengacu pada Rencana Strategis
Bisnis BPDPKS Tahun 2020-2024. Rencana Strategis
BPDPKS yaitu:
The BPDPKS business strategy in order to face
challenges and seize opportunities in the palm oil
industry refers to the BPDPKS Business Strategic Plan
2020-2024. BPDPKS Strategic Plans are:

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Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Optimalisasi penerimaan dana sawit | Optimizing palm oil receipts

Keberlanjutan dari dana perkebunan kelapa sawit salah satunya ditentukan oleh keberlanjutan
penerimaan dana perkebunan kelapa sawit sesuai dengan peraturan perundangan. Saat ini diperlukan
01 optimalisasi sumber- sumber penerimaan sebagaimana yang diatur di dalam peraturan perundangan.
The sustainability of Dana Perkebunan Kelapa Sawit is determined, among other things, by the
sustainability of Dana Perkebunan Kelapa Sawit’s revenue in accordance with the laws and regulations.
Currently, it is necessary to optimize the sources of revenue as regulated in the legislation.

Konsolidasi data luas lahan dan produksi sawit | Consolidation of data on land area and palm oil production
Agar penyaluran dana untuk perbaikan kesejahteraan pekebun lebih efektif dan tepat sasaran diperlukan
perbaikan data melalui konsolidasi data luas lahan dan produksi sawit. Proses pendataan dilakukan melalui
perbaikan metodologi pendataan pekebun sawit, penambahan variabel pendataan termasuk profil pekebun,
profil lahan dan status kepemilikan, penggunaan metode proxy means test (PMT) untuk penentuan tingkat
kesejahteraan, dan pengelolaan data mikro pekebun sawit. Hasil dari pendataan tersebut digunakan untuk
penentuan sasaran kelompok petani yang berhak mendapatkan dukungan dana perkebunan kelapa sawit
serta pengungkapan informasi publik melalui data center sawit.
02 In order for the distribution of funds to improve the welfare of farmers to be more effective and on target,
it is necessary to improve data through consolidation of data on land area and palm oil production. The
data collection process was carried out through improving the data collection methodology for palm
oil farmers, adding data collection variables including farmers profiles, land profiles and ownership
status, using the proxy means test (PMT) method for determining welfare levels, and managing micro
data for palm oil farmers. The results of the data collection are used to determine the target groups
of farmers who are entitled to palm oil plantation financial support and to disclose public information
through the palm oil data center.

Percepatan penyerapan sawit domestik | Acceleration of domestic palm oil absorption

Untuk mengimbangi demand power dari pasar luar negeri perlu peningkatan demand domestik. Fokus
dari peningkatan demand domestik dengan peningkatan demand minyak goreng melalui pengemasan
minyak goreng, promosi kesehatan dan pencegahan penyakit dan juga keberlanjutan program sawit
03 untuk energi (program B 30).
To balance the demand for power from foreign markets, it is necessary to increase domestic demand.
The focus is on increasing domestic demand by increasing demand for cooking oil through cooking
oil packaging, health promotion and disease prevention, as well as the sustainability of the palm oil
program for energy (program 830).

Perluasan pasar ekspor baru | Expansion of new export market

Diperlukan strategi perluasan pasar ekspor baru (utamanya negara-negara berkembang dan ex-
konflik), serta ekspansi produksi sawit untuk energi (biodiesel) dalam rangka dukungan terhadap
04 renewable energy.
A new export market expansion strategy is needed (especially developing and ex-conflict countries),
as well as the expansion of palm oil production for energy (biodiesel) in order to support renewable
energy.

Perbaikan dukungan untuk pekebun sawit rakyat melalui peningkatan ketepatan sasaran strategis
Improved support for people’s palm oil farmers by increasing the accuracy of strategic targets
Menindaklanjuti hasil pendataan pekebun sawit, diperlukan tindak lanjut identifikasi jenis program
yang dibutuhkan untuk peningkatan kesejahteraan pekebun sawit. Pemberian dana program tidak lagi
05 berjalan secara parsial namun terintegrasi satu sama lain sesuai dengan kebutuhan pekebun sawit.
Following up on the results of data collection on palm oil farmers, it is necessary to follow up on
identifying the types of programs needed to improve the welfare of palm oil farmers. The granting of
program funds no longer runs partially but is integrated with each other according to the needs of palm
oil farmers.

Perbaikan rantai pasok dan peningkatan daya saing pekebun rakyat

Supply chain improvement and increasing the competitiveness of palm oil farmers
Diperlukan penguatan koperasi/gapoktan yang lebih mandiri dan profesional untuk mendekatkan
06 hasil usaha ke hilir (dalam hal ini dari TBS ke CPO).
It is necessary to strengthen a more independent and professional cooperatives/gapoktan to bring
business results closer to downstream (in this case from FFB to CPO).

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Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Penyediaan layanan informasi kepada pekebun sawit rakyat

Provision of information services to people’s palm oil farmers
Menindaklanjuti hasil pendataan pekebun, lahan, serta produksi sawit adalah penyediaan aplikasi
pengungkapan informasi ke publik yang dapat diakses secara real time oleh pekebun sawit. Sehingga
07 diharapkan pekebun sawit dapat memperoleh layanan informasi yang tepat, cepat, dan akurat.
Following up on the results of data collection on farmers, land, and palm oil production is the provision of
information disclosure applications to the public that can be accessed in real time by palm oil farmers. So
that it is hoped that palm oil farmers can acquire appropriate, fast, and accurate information services.

Mendorong investasi pada sektor oleokimia | Encouraging investment in the oleochemical sector
Masih tingginya angka ekspor dalam bentuk produk hulu menjadi permasalah kepemilikan nilai
tambah dari rantai industri sawit dalam negeri. lndustri oleokimia merupakan industri padat modal
namun memberikan nilai tambah yang besar dari industri perkebunan kelapa sawit yang ditargetkan
08 dapat dikembangkan melalui pertumbuhan investasi.
The high number of exports in the form of upstream products is a problem for the ownership of added
value from the domestic palm oil industry chain. The oleochemical industry is a capital-intensive
industry but provides great added value from the palm oil plantation industry which is targeted to be
developed through investment growth.

Penyusunan dokumen perencanaan kebijakan yang berkualitas

Preparation of quality policy planning documents
Diperlukan penyusunan dokumen perencanaan baik tahunan maupun 5 tahunan yang mengedepankan
prinsip SMART (specific, measurable, achievable, realistic, and timely) sehingga meminimalisir deviasi
09 terhadap realisasi program.
It is necessary to prepare planning documents, both annual and 5-yearly, that prioritize SMART
(specific, measurable, achievable, realistic, and timely) principles so as to minimize deviations from
program realization.

Pengelolaan dana perkebunan kelapa sawit yang akuntabel

Accountable management of palm oil plantation funds
Diperlukan realisasi dari asas pengelolaan dana sawit yaitu keterbukaan dalam pengelolaan keuangan
10 negara (Dana Perkebunan Kelapa Sawit)
It is necessary to realize the principle of managing palm oil funds, which is openness in managing state
finances (Dana Perkebunan Kelapa Sawit

Peningkatan kualitas SDM BPDPKS yang lebih kompetitif

Improving a more competitive quality of BPDPKS HR
Diperlukan dukungan struktur organisasi yang lebih adaptif dengan tuntutan stakeholders serta
11 kompetensi staf yang sesuai dengan kebutuhan teknis organisasi.
It is necessary to support an organizational structure that is more adaptive to the demands of
stakeholders and the competence of staff in accordance with the technical needs of the organization.

Penerapan manajemen risiko yang lebih matang | More mature risk management implementation
Untuk menjamin keberlanjutan layanan BPDPKS serta usaha mitigasi risiko yang muncul diperlukan
12 penerapan manajemen risiko yang holistic secara matang.
To ensure the sustainability of BPDPKS services as well as efforts to mitigate emerging risks, a
thorough holistic risk management application is required.

Pengelolaan sarana dan TIK yang lebih optimal dan modern

More optimal and modern management of facilities and ICT
Untuk mendukung layanan BPDPKS yang lebih profesional, diarahkan pengembangan sarana dan
13 prasarana yang berbasis IT sehingga dapat memotong waktu layanan.
To support more professional BPDPKS services, it is directed to develop IT-based facilities and
infrastructure so as to cut service time.

Pengelolaan anggaran yang lebih optimal More optimal budget management

Untuk meningkatkan kualitas penganggaran yang tepat sasaran dan tepat guna, diperlukan integrasi
antara dokumen perencanaan sebagai dasar penyusunan dan pengelolaan anggaran dana perkebunan
14 kelapa sawit.
To improve the quality of budgeting that is targeted and effective, it is necessary to integrate planning
documents as the basis for preparing and managing Dana Perkebunan Kelapa Sawit fund budgets.

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Tata Kelola
BPDPKS
BPDPKS Good
Governance
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Tata Kelola BPDPKS

BPDPKS Governance
BPDPKS senantiasa menerapkan good governance dalam seluruh kegiatan usahanya, karena melalui
penerapan good governance mampu memberikan capaian perusahaan yang lebih baik.
BPDPKS always implements good governance in all its business activities, because through the
implementation of good governance it is able to provide better company achievements.

Tata Kelola Perusahaan atau Corporate Governance
(CG) merupakan suatu sistem yang dirancang untuk
mengarahkan pengelolaan perusahaan secara profesional
berdasarkan prinsip-prinsip transparansi, akuntabilitas,
tanggung jawab, independen, kewajaran dan kesetaraan.
Corporate Governance (CG) is a system designed to
direct the management of a company in a professional
manner based on the principles of transparency,
accountability, responsibility, independence, fairness,
and equality.

BPDPKS merupakan sebuah instansi pemerintah yang
sepenuhnya menerapkan pola keuangan Badan Layanan
Umum (BLU) berdasarkan Keputusan Menteri Keuangan
Nomor 650/KMK.01/2015 mengenai penetapan BPDPKS
pada Kementerian Keuangan sebagai Instansi Pemerintah
yang secara sepenuhnya menerapkan Pengelolaan
Keuangan Badan Layanan Umum (PK-BLU).
BPDPKS is a government agency that fully implements
the financial pattern of the Public Service Agency (BLU)
based on the Decree of the Minister of Finance No. 650/
KMK.01/2015 regarding the determination of BPDPKS
at the Ministry of Finance as a Government Agency
that fully implements the Financial Management of the
Public Service Agency (PK-BLU).

BPDPKS meyakini bahwa penerapan good governance (GG)
yang sistematis dan konsisten merupakan syarat mutlak
terbentuknya usaha yang berkelanjutan. Dalam jangka
panjang, implementasi good governance yang baik pada
BPDPKS diharapkan mampu mendorong pengembangan
bisnis, meningkatkan akuntabilitas, dan menciptakan nilai
bagi pemegang saham tanpa mengabaikan kepentingan
pemangku kepentingan lainnya.
BPDPKS believes that the systematic and consistent
implementation of good governance (GG) is an absolute
requirement for the establishment of a sustainable
business. In the long term, the implementation of
good governance at BPDPKS is expected to encourage
business development, increase accountability, and
create value for shareholders without neglecting the
interests of other stakeholders

Capaian Kinerja Perusahaan Company Performance

BPDPKS senantiasa menerapkan good governance
dalam seluruh kegiatan usahanya, karena BPDPKS
yakin bahwa melalui penerapan good governance
mampu memberikan capaian perusahaan yang lebih
baik. Ringkasan capaian kinerja BPBD Sawit sampai
dengan 31 Desember 2020 adalah sebagai berikut:
Pendapatan atas Pungutan Dana Perkebunan Kelapa
Sawit mencapai Rp20,262 triliun, Rata-rata Harga CPO
adalah US$ 856,3/mt, Hasil dana kelolaan BPDP Sawit
mencapai Rp970 miliar, Realisasi peremajaan sawit
mencapai luas 94.033Ha, besaran dana peremajaan
sebesar Rp2,6 triliun, Kegiatan pengembangan SDM
sawit dengan penyaluran dana mencapai Rp46 miliar.
Kegiatan sarana prasarana perkebunan kelapa sawit
belum terealisasi. Riset yang dikelola sebanyak 65 riset,
dana yang disalurkan mencapai Rp72 miliar, Volume
penyaluran biodiesel mencapai 8.428.235 kiloliter
dengan realisasi pembayaran biodiesel mencapai Rp28
triliun, serta Kegiatan promosi dan kemitraan dengan
penyaluran dana sebesar Rp34 miliar.
Achievements
BPDPKS always implements good governance in all
its business activities, because BPDPKS believes that
through the implementation of good governance, it is able
to provide better company achievements. The summary
of BPBD Palm Oil's performance achievements as of
December 31, 2020 is as follows: Revenue from Oil Palm
Plantation Funds levy reached Rp20.262 trillion, Average
CPO Price was US$ 856.3/mt, Results of funds managed
by BPDP Palm oil reached Rp970 billion, The realization
of oil palm rejuvenation reached an area of 94,033ha,
the amount of the rejuvenation fund was Rp2.6 trillion.
Palm oil human resource development activities with the
distribution of funds reached Rp46 billion. The activities
of oil palm plantation infrastructure facilities have not
been realized. There were 65 researches managed, the
funds distributed reached Rp72 billion, the distribution
volume of biodiesel reached 8,428,235 kiloliters with the
realization of biodiesel payments reaching Rp28 trillion,
as well as promotional and partnership activities with the
distribution of funds amounting to Rp34 billion.

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Komitmen Penerapan Tata Kelola BPDPKS

Commitment to the Implemention BPDPKS Governance
BPDPKS terus berusaha mengembangkan praktik
good governance sebagai wujud komitmen untuk
terus berinovasi sebagai upaya penyempurnaan
implementasi good governance di lingkup organisasi.
Hal ini dapat meningkatkan kepercayaan diri BPDPKS
dalam menghadapi segala hambatan dan tantangan
yang datang, serta mempertahankan eksistensi
BPDPKS dalam menghadapi persaingan usaha yang
semakin kompetitif di masa mendatang.
BPDPKS continues to strive to develop good governance
practices as a form of commitment to remain innovating
as an effort to improve the implementation of good
governance within the organization. This can increase
the confidence of BPDPKS in facing all obstacles and
challenges that come, as well as maintain the existence
of BPDPKS in facing the increasingly competitive
business rivalry in the future.

Penerapan prinsip-prinsip good governance di BPDPKS
tercermin dalam kepatuhan terhadap prinsip-prinsip
tata kelola yang baik dalam menjalankan operasional
bisnis sehari-hari BPDPKS sebagai bentuk komitmen
kami terhadap tata kelola perusahaan yang baik.
BPDPKS menyusun kebijakan standar good governance
yaitu diantaranya adalah Code of Conduct sesuai
dengan Keputusan Direktur Utama Nomor KEP-628/
DPKS/2019 tentang Pedoman Perilaku dan Etika
(Code of Conduct) pada BPDPKS yang secara resmi
mulai diberlakukan pada akhir tahun anggaran 2019.
BPDPKS juga terus berusaha dalam melakukan berbagai
pengembangan serta penyempurnaan atas kelengkapan
prosedur dan kebijakan di seluruh lini organisasi BPDPKS.
Sehingga strategi BPDPKS dalam mewujudkan visi dan
misi dapat berjalan dengan efektif dan efisien.
The implementation of good governance principles
in BPDPKS is reflected in the compliance with
good governance principles in carrying out its daily
business operations as a form of our commitment to
good corporate governance. BPDPKS compiles good
governance standard policies, which include the Code
of Conduct in accordance with the President Director’s
Decree No. KEP-628/DPKS/2019 regarding the Code
of Conduct at BPDPKS which officially came into
force at the end of the 2019 fiscal year. BPDPKS also
continue to strive to carry out various developments
and improvements to the completeness of procedures
and policies in all lines of its organization. So that the
BPDPKS strategy in realizing the vision and mission
can run effectively and efficiently.

Prinsip Tata Kelola BPDPKS BPDPKS Governance Principles

Secara keseluruhan, mekanisme penerapan tata kelola Overall, BPDPKS governance implementation
BPDPKS telah berlandaskan pada prinsip-prinsip dasar mechanism has been based on the basic principles of
tata kelola yaitu: governance, they are:

Keterbukaan dalam melaksanakan proses pengambilan keputusan dan mengemukakan informasi

Transparansi material yang relevan bagi BPDPKS kepada stakeholder.
Transparency Transparency in carrying out the decision-making process and presenting material information relevant for BPDPKS to
.

stakeholders.

BPDPKS menjamin adanya kejelasan fungsi, pelaksanaan dan pertanggungjawaban insan BPDPKS yang
Akuntabilitas memungkinkan pengelolaan BPDPKS terlaksana secara efektif.
Accountability BPDPKS guarantees the clarity of functions, implementation, and accountability of BPDPKS personnel which enables the
.

management to be carried out effectively.

Prinsip pertanggungjawaban merupakan kepatuhan terhadap peraturan perundang-undangan yang

Pertanggungjawaban berlaku dan prinsip-prinsip tata kelola BPDPKS serta etika bisnis yang sehat dalam pengelolaan
BPDPKS.
Responsibility The principle of responsibility is compliance with applicable laws and regulations and the principles of BPDPKS
.

governance as well as sound business ethics in the management of BPDPKS.

Prinsip independensi merupakan pengelolaan BPDPKS secara mandiri tanpa benturan kepentingan dan
Independensi pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan yang
berlaku.
Independency The principle of independence is managing BPDPKS self-sufficiently without conflict of interest and influence/pressure
.

from any party that does not fit with the applicable laws and regulations.

BPDPKS selalu memastikan serta menjamin keadilan dan kesetaraan dalam memenuhi hak-hak
Kewajaran & Kesetaraan pemangku kepentingan yang timbul berdasarkan perjanjian serta peraturan perundang-undangan yang
berlaku.
Fairness & Equality BPDPKS always ensures and guarantees justice and equality in fulfilling the rights of stakeholders that arise based on
.

agreements and applicable laws and regulations.

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 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Struktur Tata Kelola BPDPKS BPDPKS Governance Structure

Badan tata kelola BPDPKS dirancang untuk
memastikan bahwa penerapan prinsip-prinsip tata
kelola dapat berfungsi secara efektif dengan peran
dan tanggung jawab yang jelas untuk menciptakan
mekanisme kontrol check and balance yang baik.
Dalam rangka membantu pelaksanaan tugas Dewan
Pengawas, telah dibentuk suatu komite yang terdiri
dari Komite Audit dan Sekretaris Dewan Pengawas.
Sementara itu, lembaga pendukung dewan termasuk
Divisi pengawasan audit internal, Divisi Manajemen
Risiko dan Divisi Lainnya.
The BPDPKS governance board is designed to
ensure that the implementation of governance
principles can function effectively with clear roles
and responsibilities to create a good check and
balance control mechanism. In order to assist the
implementation of the Supervisory Board duties, a
committee has been formed consisting of the Audit
Committee and the Secretary of the Supervisory
Board. Meanwhile, the board’s supporting institutions
include the Internal Audit Supervision Division, Risk
Management Division, and Other Divisions.

Struktur Tata Kelola BPDPKS

BPDPKS Governance Structure

Komite Pengarah
Steering Committee

Dewan Pengawas Direksi

Supervisory Board Board of Director

Sekertaris Audit Internal

Dewan Pengawas Internal Audit
Secretary of
the Supervisory Board
Divisi Manajemen Risiko
Risk Management Division

Komite Audit
Audit Committee Divisi Lainnya
Other Division

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Pemegang Saham Utama dan Major and Controlling

Pengendali
Pemegang saham utama dan pengendali BPDPKS
adalah 100% dimiliki oleh Negara Republik Indonesia.
Dengan demikian, Negara Republik Indonesia menjadi
satu satunya Pemegang Saham BPDPKS.
Shareholders
The main and controlling shareholder of BPDPKS is
100% owned by the State of Indonesian Republic.
Hence, it becomes the only shareholder of BPDPKS.

Pemegang Saham
Shareholders
100%

Negara Republik Indonesia

The Republic of Indonesia

Komite Pengarah BPDPKS BPDPKS Steering Committee

Merupakan komite yang memiliki peran untuk
memberikan arah kebijakan atas pelaksanaan tugas
BPDPKS termasuk penentu penggunaan dana
perkebunan kelapa sawit. Komite Pengarah BPDPKS
ditetapkan dalam Peraturan Presiden Republik
Indonesia No. 66 Tahun 2018 tentang Perubahan Kedua
atas Peraturan Presiden Nomor 61 Tahun 2015 tentang
Penghimpunan dan Penggunaan Dana Perkebunan
Kelapa Sawit.
Is a committee that has a role to provide policy
direction for the implementation of BPDPKS duties
including determining the use of palm oil plantation
funds. The BPDPKS Steering Committee is stipulated
in Presidential Regulation of the Republic of Indonesia
No. 66 of 2018 regarding the Second Amendment to
Presidential Regulation No. 61 of 2015 regarding the
Collection and Use of Palm Oil Plantation Funds.

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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Komite Pengarah beranggotakan delapan kementerian,
yang dipimpin oleh Kementerian Koordinator
Perekonomian sebagai koordinator Komite Pengarah.
Kemudian 7 (tujuh) kementerian lainnya menjadi
anggota dari komite pengarah, antara lain: Kementerian
Pertanian, Kementerian Keuangan, Kementerian
Perindustrian, Kementerian Perdagangan, Kementerian
Energi dan Sumber Daya Mineral, dan Kementerian
BUMN dan Kementerian Perencanaan Pembangunan
Nasional/Kepala Badan Pembangunan Nasional.
Tugas dan Kewajiban Komite
Pengarah Dana Perkebunan
Komite Pengarah BPDPKS memiliki dua tugas
utama, yaitu 1) memberikan arahan kebijakan yang
meliputi tujuan, visi, misi dan kebijakan penggunaan
Dana Kelapa Sawit Perusahaan, khususnya dalam
penetapan rancangan kebijakan untuk pembangunan
dan pengelolaan kelapa sawit yang berkelanjutan; 2)
Memiliki wewenang dalam menunjuk dan mengangkat
Dewan Pengawas dan Direktur Eksekutif.
Adapun berdasarkan Peraturan Presiden Republik
Indonesia No. 66 Tahun 2018 tentang Perubahan Kedua
Atas Peraturan Presiden Nomor 61 Tahun 2015 tentang
Penghimpunan dan Penggunaan Dana Perkebunan
Kelapa Sawit, tugas Komite Pengarah Dana Perkebunan
adalah sebagai berikut:
1. Menyusun kebijakan dalam penghimpunan dan
penggunaan dana termasuk kebijakan alokasi aset
yang berdasarkan pendekatan portofolio; dan
2. Melakukan pengawasan atas pelaksanaan
kebijakan dalam penghimpunan dan penggunaan
dana termasuk kebijakan alokasi aset yang
berdasarkan pendekatan portofolio.
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Profil BPDPKS
BPDPKS Profile
The Steering Committee consists of eight ministries,
led by the Coordinating Ministry for the Economy as
the coordinator of the Steering Committee. Then,
the 7 (seven) other ministries became members
of the steering committee, including: Ministry of
Agriculture, Ministry of Finance, Ministry of Industry,
Ministry of Trade, Ministry of Energy and Mineral
Resources, and Ministry of BUMN and Ministry of
National Development Planning/Head of National
Development Agency.
Duties and Obligations of Plantation
Fund Steering Committee
The BPDPKS Steering Committee has two main duties,
they are: 1) providing policy directions covering the
objectives, vision, mission and policies for the use of the
Company’s Palm Oil Fund, particularly in determining
the draft policy for sustainable development and
management of palm oil; 2) Has the authority to appoint
and assign the Supervisory Board and Executive
Director.
Meanwhile, based on the Regulation of the President
of the Republic of Indonesia No. 66 of 2018 regarding
the Second Amendment to Presidential Regulation No.
61 of 2015 regarding the Collection and Use of Palm
Oil Plantation Funds, the duties of Dana Perkebunan
Steering Committee are as follows:
1. Develop policies in the collection and use of funds,
including asset allocation policies based on a
portfolio approach; and
2. Supervise the implementation of policies in the
collection and use of funds, including asset
allocation policies based on a portfolio approach.
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Setiap komite pengarah berperan dalam merumuskan Each steering committee plays a role in formulating
kebijakan terkait dana pengelolaan perkebunan kelapa policies related to palm oil plantation management
sawit. Peran masing-masing kementerian dalam komite funds. The role of each ministry in the Steering
pengarah dijelaskan dalam tabel berikut: Committee is described in the following table:
Komite Pengarah BPDPKS
Kementerian Koordinator
Perekonomian
Kementerian Pertanian
Kementerian Keuangan
Kementerian Perindustrian
Kementerian Perdagangan
Kementerian Energi dan
Sumber Daya Mineral
Kementerian Badan Usaha
Milik Negara
Kementerian PPN/ Bappenas
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Koordinator Komite Pengarah.
. Steering Committee Coordinator.
Menetapkan peta jalan (road map) untuk kegiatan
peremajaan, menetapkan pedoman peremajaan tanaman
kelapa sawit yang bersumber dari dana sawit, memberikan
rekomendasi teknis dalam proses penyaluran dana sawit
untuk kegiatan peremajaan.
Establish a road map for rejuvenation activities, establish guidelines
.
for rejuvenation of palm oil plants that sourced from palm oil funds,
provide technical recommendations in the process of distributing
palm oil funds for rejuvenation activities.
Menetapkan tarif pungutan, menetapkan pengangkatan dan
pemberhentian Dewan Pengawas.
Establish the levy rates, establish the appointment and dismissal of
.
the Supervisory Board.
Menetapkan komoditas turunan perkebunan kelapa sawit
yang dikenakan pungutan ekspor.
Establish the derivative commodities of palm oil plantations which are
.
subject to export levies.
Berkoordinasi dengan Badan Pengelola Dana terkait dengan
penunjukan surveyor.
Coordinate with the Fund Management Agency related to the
.
appointment of surveyors.
Melakukan verifikasi terhadap Badan Usaha Bahan Bakar
Nabati Jenis Biodiesel untuk mendapatkan dana bagi
kepentingan penyediaan dan pemanfaatan bahan bakar
nabati jenis biodiesel. Selain itu mengumpulkan laporan
terkait kegiatan produksi dan distribusi (domestik maupun
ekspor) jenis biodiesel oleh Badan Usaha Bahan Bakar
nabati jenis biodiesel.
Verify Biodiesel-Type Biofuel Business Entities to obtain funds to
.
supply and utilize biodiesel-type biofuels. In addition, it collects
reports related to the production and distribution activities (domestic
and export) of biodiesel by Biodiesel-Type Biofuel Business Entities.
Melakukan pembinaan terhadap perusahaan BUMN dan
merancang proses bisnis dalam program dana sawit.
Provide guidance to state-owned companies and design business
.
processes in the palm oil fund program.
Menyusun rencana pembangunan nasional dan rancangan
anggaran pendapatan dan belanja negara serta melakukan
evaluasi terhadap pelaksanaannya; dan mengarahkan
kebijakan program pemanfaatan dana sawit ke arah yang
sesuai dengan kebijakan pembangunan nasional.
Prepare national development plans and draft state budgets for
.
revenues and expenditures and evaluate their implementation; and
directing program policies for the use of palm oil funds in a direction
that is in accordance with national development policies.
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2020 Performance Highlights Management Report
Fungsi Komite Pengarah
Komite Pengarah Dana Perkebunan memiliki fungsi:
1. Mengarahkan strategi kebijakan umum pengelolaan
DPKS oleh BPDPKS;
2. Menetapkan perencanaan jangka panjang serta
tujuan BPDPKS;
3. Menetapkan kebijakan umum pengembangan dan
penyaluran DPKS;
4. Menyetujui rencana umum target pemungutan
biaya, penyaluran dana dan cadangan BPDPKS;
5. Menetapkan proporsi alokasi DPKS terkait dana
pengembangan sumber daya manusia Perkebunan
Kelapa Sawit, penelitian dan pengembangan
Perkebunan Kelapa Sawit, promosi Perkebunan
Kelapa Sawit, peremajaan Perkebunan Kelapa
Sawit, sarana dan prasarana Perkebunan Kelapa
Sawit, dan pemenuhan hasil Perkebunan Kelapa
Sawit untuk kebutuhan pangan, dan hilirisasi
industri Perkebunan Kelapa Sawit; dan
6. Mengevaluasi kinerja atas pencapaian tujuan
BPDPKS.
Dalam melaksanakan tugasnya, Komite Pengarah
dapat melakukan hal-hal sebagai berikut:
1. Membentuk Sekretariat Komite Pengarah Badan
Pengelola Dana Perkebunan Kelapa Sawit BPDPKS
yang selanjutnya disebut Sekretariat Komite
Pengarah;
2. Melibatkan kementerian, lembaga, pemerintah
daerah, dan pihak lain yang dipandang perlu; dan
3. Menunjuk narasumber utama (prominent) yang berasal
dari pelaku usaha perkebunan kelapa sawit, pelaku
usaha industri berbahan baku hasil perkebunan kelapa
sawit, dan eksportir atas komoditas perkebunan
kelapa sawit dan/atau turunannya.
Rapat Komite Pengarah
Rapat Komite Pengarah diselenggarakan dua kali dalam
satu tahun, namun juga dapat dilaksanakan pada rapat
yang membahas isu-isu penting tertentu. Pertemuan
Komite Pengarah merupakan rapat tingkat tinggi
(high level meeting) yang hanya dihadiri oleh pimpinan
tertinggi masing-masing kementerian/ lembaga yang
menjadi ketua dan anggota Komite Pengarah.
Sekretariat Komite Pengarah dan
Perkebunan
Sekretaris Komite Pengarah Dana Perkebunan
diemban oleh Deputi Koordinasi Pangan dan Pertanian
Kementerian Koordinator Bidang Perekonomian.
Sekretariat Komite Pengarah mempunyai tugas
sebagai berikut:
194
Profil BPDPKS
BPDPKS Profile
Steering Committee Functions
Dana Perkebunan Steering Committee has the
following functions:
1. Directing the general policy strategy of DPKS
management by BPDPKS;
2. Establishing long-term plan and objectives of
BPDPKS;
3. Establishing general policies for the development
and distribution of DPKS;
4. Approving the general plan for the target for
collection of costs, distribution of funds and
reserves of BPDPKS;
5. Determining the proportion of DPKS allocations
related to human resource development funds for Palm
Oil Plantations, research and development of Palm
Oil Plantations, promotion of Palm Oil Plantations,
rejuvenation of Palm Oil Plantations, facilities and
infrastructure of Palm Oil Plantations, and fulfillment
of results of Palm Oil Plantations for food needs, and
downstream of the Palm Oil Plantation industry; and
6. Evaluating the performance of BPDPKS’s goals.
In carrying out its duties, the Steering Committee may
do the following:
1. Establish the Steering Committee Secretariat of
BPDPKS, hereinafter referred to as the the Steering
Committee Secretariat;
2. Involving ministries, institutions, regional
governments, and other parties deemed necessary;
and
3. Appoint prominent sources who come from palm
oil plantation business players, industrial business
players that produce palm oil plantation products,
and exporters of palm oil plantation commodities
and/or their derivatives.
Steering Committee Meeting
Steering Committee meetings are held twice a year,
but can also be held at meetings that discuss certain
important issues. The Steering Committee meeting
is a high-level meeting, which is only attended by the
highest leadership of each ministry/institution who is
the chairman and member of the Steering Committee.
Secretariat of Steering
Committee and Plantation
The Secretary of Dana Perkebunan Steering Committee
is carried out by the Deputy for Food and Agriculture
Coordination of the Coordinating Ministry for Economic
Affairs. The Steering Committee Secretariat has the
following duties:
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
1. Memberikan dukungan teknis dan administrasi
pelaksanaan tugas Komite Pengarah Badan Pengelola
Dana Perkebunan Kelapa Sawit (BPDPKS);
2. Membantu Komite Pengarah Badan Pengelola
Dana Perkebunan Kelapa Sawit dalam melakukan
pengawasan dan penggunaan Dana Perkebunan
Kelapa Sawit (BPDPKS);
3. Memberikan dukungan teknis penyelenggaraan
diseminasi terhadap pelaksanaan kegiatan Komite
Pengarah Badan Pengelola Dana Perkebunan
Kelapa Sawit (BPDPKS); dan
4. Melaksanakan tugas terkait lainnya yang
diberikan oleh Ketua Komite Pengarah dan/atau
anggota Komite Pengarah Badan Pengelola Dana
Perkebunan Kelapa Sawit (BPDPKS).
Dalam melaksanakan tugasnya, Sekretariat Komite
Pengarah dapat melibatkan Kementerian/Lembaga
Pemerintah Non Kementerian, Pemerintah Daerah,
Pemangku Kepentingan serta pihak lain yang
dipandang perlu. Selanjutnya Sekretariat Komite
Pengarah melaporkan hasil pelaksanaan tugasnya
kepada Ketua Komite Pengarah BPDPKS secara
berkala atau sewaktu-waktu apabila diperlukan.
Laporan Pelaksanaan Kegiatan
Komite Pengarah Dana
Perkebunan
Selama tahun 2020, Komite Pengarah Dana
Perkebunan telah melaksanakan berbagai kegiatan
dalam pengawasan terhadap BPDPKS, di antaranya
adalah:
1. Rapat alokasi anggaran Badan Pengelola Dana
Perkebunan Kelapa Sawit, Tarif layanan Badan
Layanan Umum Badan Pengelola Dana Perkebunan
Kelapa Sawit;
2. Rapat Pembiayaan litigasi dan advokasi atas
kampanye negatif Uni Eropa;
3. Rapat revisi Peraturan Menteri Pertanian Nomor 7
Tahun 2019 sebagai upaya percepatan Peremajaan
Sawit Rakyat (PSR);
4. Rapat pembahasan calon pejabat pengelola Badan
Pengelola Dana Perkebunan Kelapa Sawit;
5. Rapat pembahasan pembiayaan floating storage
dan tindak lanjutnya;
6. Rapat pembahasan usulan alternatif kebijakan
untuk keberlanjutan program-program Badan
Pengelola Dana Perkebunan Kelapa Sawit.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
1. Provide technical and administrative support for the
implementation of BPDPKS Steering Committee
duties;
2. Assist BPDPKS Steering Committee in supervising
and utilizing BPDPKS Fund;
3. Provide technical support for the dissemination
implementation of BPDPKS Steering Committee
activities; and
4. Carry out other related tasks assigned by the
Chairman of BPDPKS Steering Committee and/or
members of the Steering Committee.
In carrying out its duties, the Steering Committee
Secretariat may involve Ministries/Non-Ministerial
Government Agencies, Regional Governments,
Stakeholders and other parties deemed necessary.
Furthermore, the Steering Committee Secretariat
reports the results of its duties implementation to the
Chairman of BPDPKS Steering Committee periodically
or at any time if necessary.
Implementation report of
BPDPKS Steering Committee
Activities
Throughout 2020, BPDPKS Steering Committee has
carried out various activities in the supervision of
BPDPKS, including:
1. Budget allocations meeting for the Badan Pengelola
Dana Perkebunan Kelapa Sawit, Service rate of the
Public Service Agency of Badan Pengelola Dana
Perkebunan Kelapa Sawit;
2. Litigation financing and advocacy meerings for the
negative EU campaigns;
3. Revision meeting of the Minister of Agriculture
Regulation No. 7 of 2019 as an effort to accelerate
the Small-Scale Palm Oil Replanting (PSR);
4. Meeting to discuss candidates for managing
officials of the Badan Pengelola Dana Perkebunan
Kelapa Sawit;
5. Floating storage financing discussion meeting and
follow-up;
6. Meeting to discuss alternative policy proposals
for the sustainability of the Badan Pengelola Dana
Perkebunan Kelapa Sawit programs.
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 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Dewan Pengawas
Supervisory Board
Dewan Pengawas BPDPKS merupakan badan yang
bertugas dalam melakukan pengawasan dan pemberian
nasihat kepada Direksi BPDPKS dalam pengelolaan
seluruh kegiatan usaha BPDPKS. Dewan Pengawas
bertanggung jawab kepada Komite Pengarah atas
pelaksanaan tugas pengawasan dan pemberian
nasihat tersebut secara kolektif maupun kolegial.
BPDPKS Supervisory Board is the board that is in
charge of supervising and providing advice to BPDPKS
Directors in managing all BPDPKS business activities.
The Supervisory Board is responsible to the Steering
Committee for the implementation of its supervisory
and advisory duties collectively and collegially.

Komposisi dan Masa Jabatan Composition and Term of Office

Dewan Pengawas BPDPKS berjumlah sembilan orang
yang terdiri dari 6 (enam) orang unsur Pemerintah dan 3
(tiga) orang unsur Profesional. Unsur Pemerintah adalah
Pejabat yang diusulkan oleh masing-masing Menteri
Keuangan untuk ditetapkan sebagai Anggota Dewan
Pengawas, dan untuk unsur professional diusulkan
oleh Komite Pengarah kepada Menteri Keuangan untuk
ditetapkan sebagai Anggota Dewan Pengawas.
BPDPKS Supervisory Board consists of nine people
consisting of six elements of the Government and
three professionals. Government elements are officials
proposed by each Minister of Finance to be appointed as
members of the Supervisory Board, and for professional
elements proposed by the Steering Committee to the
Minister of Finance to be appointed as members of the
Supervisory Board.

Pada tahun 2020 terjadi perubahan anggota Dewan
Pengawas. Berdasarkan Keputusan Menteri Keuangan
Nomor 714/KMK.05/2015 tentang pembentukan
Dewan Pengawas pada Badan Layanan Umum Badan
Pengelola Dana Perkebunan Kelapa Sawit dengan
masa jabatan 5 (lima) tahun berakhir pada tanggal 25
Juni 2020. Komposisi anggota Dewan Pengawas selama
periode Januari – Juni 2020 adalah sebagai berikut:
In 2020, there was a change in the members of the
Supervisory Board. Based on the Decree of the Minister
of Finance No. 714/KMK.05/2015 regarding the
establishment of Supervisory Board at the Public Service
Agency of Badan Pengelola Dana Perkebunan Kelapa
Sawit with a five-year term ending on June 25, 2020. The
composition of the members of the Supervisory Board for
the period January – June 2020 is as follows:

Komposisi dan Masa Jabatan Dewan Pengawas

. Supervisory Board Composition and Guidance

Nama Jabatan Dasar Pengangkatan Periode Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Rusman Ketua Keputusan Menteri Keuangan Nomor 714/KMK.05/2015 Tanggal 26 Juni 2015 2015-2020
Heriawan . Chairman . Decree of the Minister of Finance No. 714/KMK.05/2015 dated June 26, 2015

Loso Judijanto Anggota Keputusan Menteri Keuangan Nomor 714/KMK.05/2015 Tanggal 26 Juni 2015 2015-2020
. Member . Decree of the Minister of Finance No. 714/KMK.05/2015 dated June 26, 2015

Joko Anggota Keputusan Menteri Keuangan Nomor 714/KMK.05/2015 Tanggal 26 Juni 2015 2015-2020
Supriyono . Member . Decree of the Minister of Finance No. 714/KMK.05/2015 dated June 26, 2015

Musdhalifah Anggota Keputusan Menteri Keuangan Nomor 454/KMK.05/2018 Tanggal 6 Juni 2018 2018-2020
Machmud . Member . Decree of the Minister of Finance No. 454/KMK.05/2018 dated June 6, 2018

Heru Pambudi Anggota Keputusan Menteri Keuangan Nomor 454/KMK.05/2018 Tanggal 6 Juni 2018 2018-2020
. Member . Decree of the Minister of Finance No. 454/KMK.05/2018 dated June 6, 2018

Djoko Anggota Keputusan Menteri Keuangan Nomor 692/KMK.05/2018 Tanggal 16 Oktober 2018-2020
Siswanto . Member 2018
. Decree of the Minister of Finance No. 692/KMK.05/2018 dated October 16, 2018

Kasan Muhri Anggota Keputusan Menteri Keuangan Nomor 4/KMK.05/2019 Tanggal 3 Januari 2019 2019-2020
. Member . Decree of the Minister of Finance No. 4/KMK.05/2019 dated January 3, 2019

Achmad Sigit Anggota Keputusan Menteri Keuangan Nomor 4/KMK.05/2019 Tanggal 3 Januari 2019 2019-2020
Dwiwahjono . Member . Decree of the Minister of Finance No. 4/KMK.05/2019 dated January 3, 2019

Kasdi Anggota Keputusan Menteri Keuangan Nomor 605/KMK.05/2019 Tanggal 1 Agustus 2019-2020
Subagyono . Member 2019
. Decree of the Minister of Finance No. 605/KMK.05/2019 dated August 1, 2019

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Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Berdasarkan Keputusan Menteri Keuangan Nomor
499/KMK.05/2020 tanggal 4 November 2020 tentang
pembentukan Dewan Pengawas pada Badan Layanan
Umum Badan Pengelola Dana Perkebunan Kelapa Sawit
Periode 2020-2025, di mana Evita H. Legowo, Dadan
Kusdiana, Indrasari Wisnu Wardhana, Abdul Rochim
dan Taufik Mappaenre masing-masing menggantikan
Rusman Heriawan, Djoko Siswanto, Kasan Muhri,
Achmad Sigit Dwiwahjono dan Loso Judijanto, sehingga
komposisi anggota Dewan Pengawas di akhir tahun
2020 adalah sebagai berikut:
Based on the Decree of the Minister of Finance No. 499/
KMK.05/2020 dated November 4, 2020 regarding the
establishment of the Supervisory Board at the Public
Service Agency of Badan Pengelola Dana Perkebunan
Kelapa Sawit for the period of 2020-2025, whereas Evita
H. Legowo, Dadan Kusdiana, Indrasari Wisnu Wardhana,
Abdul Rochim, and Taufik Mappaenre replaced Rusman
Heriawan, Djoko Siswanto, Kasan Muhri, Achmad Sigit
Dwiwahjono and Loso Judijanto respectively. Thus, the
composition of the members of the Supervisory Board
at the end of 2020 is as follows:

Komposisi dan Masa Jabatan Dewan Pengawas

. Composition and Term of Office of the Supervisory Board

Nama Jabatan Dasar Pengangkatan Periode Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Evita H. Legowo Ketua Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 2020-2025
. Chairman 4 November 2020
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November
.

4, 2020

Musdhalifah Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 2018-2025

Machmud . Member 4 November 2020 menggantikan Keputusan Menteri Keuangan
Nomor:454/KMK.05/ 2018 Tanggal 6 Juni 2018.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4,
.

2020 replaces the Decree of the Minister of Finance No. 454/KMK.05/2018

dated June 6, 2018.

Heru Pambudi Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 2018-2025
. Member 4 November 2020 menggantikan Keputusan Menteri Keuangan
Nomor:454/KMK.05/ 2018 Tanggal 6 Juni 2018.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4,
.

2020 replaces the Decree of the Minister of Finance No. 454/KMK.05/2018

dated June 6, 2018.

Kasdi Subagyono Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 2019-2025
. Member 4 November 2020 menggantikan Keputusan Menteri Keuangan
Nomor: 605/KMK.05/2019 Tanggal 1 Agustus 2019.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4,
.

2020 replaces the Decree of the Minister of Finance No. 605/KMK.05/2019

dated August 1, 2019.

Dadan Kusdiana Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 2020-2025
. Member 4 November 2020
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November
.

4, 2020

Indrasari Wisnu Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 2020-2025
Wardhana . Member 4 November 2020
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November
.

4, 2020

Abdul Rochim Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 2020-2025
. Member 4 November 2020
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November
.

4, 2020

Taufik Mappaenre Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 Tanggal 2020-2025
. Member 4 November 2020
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November
.

4, 2020

Joko Supriyono Anggota Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 2015-2025
. Member 4 November 2020 menggantikan Keputusan Menteri Keuangan
Nomor: 714/KMK.05/2015 Tanggal 26 Juni 2015.
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4,
.

2020 replaces the Decree of the Minister of Finance No. 714/KMK.05/2015

dated June 26, 2015.

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2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Pengangkatan dan Pemberhentian
Pengangkatan dan pemberhentian Dewan Pengawas
dilakukan melalui Surat Keputusan Menteri Keuangan,
serta Pengangkatan Dewan Pengawas tidak bersamaan
waktunya dengan pengangkatan Direksi BPDPKS.
Masa Jabatan Dewan Pengawas maksimal 5 (lima)
tahun, dan dapat diperpanjang untuk masa tugas 5
(lima) tahun berikutnya dengan tidak mengurangi hak
Komite Pengarah untuk memberhentikan para Anggota
Dewan Pengawas sewaktu-waktu. Adapun dijelaskan
mengenai masa jabatan Anggota Dewan Pengawas
dapat berakhir apabila Masa jabatan berakhir;
y Masa jabatan telah berakhir;
y Meninggal dunia;
y Mengundurkan diri dan pengunduran dirinya
disetujui;
y Diganti sebelum masa jabatan berakhir, baik
diberhentikan menurut keputusan Komite
Pengarah maupun diusulkan penggantiannya oleh
Kementerian/Lembaga asal; dan
y Tidak lagi memenuhi persyaratan perundang-
undangan yang berlaku.
Program Pengenalan Dewan
Pengawas Baru
Sesuai yang tertera dalam Anggaran Dasar BPDPKS,
penunjukan dan pengangkatan calon Dewan Pengawas
baru diwajibkan memenuhi persyaratan kemampuan
dan kepatutan dalam hal memahami permasalahan
manajemen yang berkaitan dengan fungsi salah satu
manajemen, memiliki pengetahuan yang luas terutama
di bidang usaha BPDPKS, serta memiliki integritas,
kompetensi dan reputasi yang tinggi.
Pedoman dan Tata Tertib
Dalam melaksanakan tugas pokok dan fungsinya
Dewan Pengawas berpedoman Berdasarkan Keputusan
Menteri Keuangan Nomor 499/KMK.05/2020
tanggal 4 November 2020 mengenai pembentukan
Dewan Pengawas pada Badan Layanan Umum Badan
Pengelola Dana Perkebunan Kelapa Sawit periode
2020-2025.
Tugas dan Tanggung Jawab
Tugas Dewan Pengawas BPDPKS adalah:
1. Melakukan pengawasan dan pembinaan atas
pelaksanaan tugas Pejabat Pengelola;
2. Menyampaikan rekomendasi atas pelaksanaan
kebijakan penghimpunan dan penggunaan Dana oleh
Pejabat Pengelola kepada Komite Pengarah; dan
3. Melaksanakan tugas terkait lainnya yang diberikan
oleh Komite Pengarah.
198
Profil BPDPKS
BPDPKS Profile
Appointment and Dismissal
The appointment and dismissal of the Supervisory
Board is carried out through a Decree of the Minister of
Finance, and the appointment of the Supervisory Board
does not coincide with the appointment of the BPDPKS
Board of Directors.
The term of office of the Supervisory Board is a
maximum of five years and can be extended for another
five-year term without reducing the right of the Steering
Committee to dismiss members of the Supervisory
Board at any time. The term of office of the members of
the Supervisory Board may end if:
y Term of office has ended;
y Passed Away;
y Resigned and their resignation was approved;
y Replaced before the term of office ends, either
dismissed according to the decision of the Steering
Committee or proposed replacement by the
Ministry/Agency of origin; and
y No longer meet the requirements of the applicable
laws and regulations.
Orientation Program for New
Supervisory Board
As stated in the Articles of Association of BPDPKS,
the appointment and designation of candidates for the
new Supervisory Board are compulsory to meet the fit
and proper requirements in terms of understanding
management issues related to the function of one
of the managements, having extensive knowledge,
especially in the field of BPDPKS business, as well as
having integrity, competence, and high reputation.
Guidelines and Code of Conduct
In carrying out its main duties and functions, the
Supervisory Board is guided by the Decree of the
Minister of Finance No. 499/KMK.05/2020 dated
November 4, 2020 regarding the establishment of the
Supervisory Board at the Public Service Agency of
Badan Pengelola Dana Perkebunan Kelapa Sawit for
the period of 2020-2025.
Duties and Responsibilities
The duties of BPDPKS Supervisory Board are:
1. Supervise and foster the implementation of the
Managing Officer duties;
2. Submit recommendations on the implementation of
policies on the collection and use of Funds by the
Managing Officer to the Steering Committee; and
3. Carry out other related tasks assigned by the
Steering Committee.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Dewan Pengawas melaporkan pelaksanaan tugasnya The Supervisory Board reports the implementation of
kepada Menteri Keuangan secara berkala paling sedikit its duties to the Minister of Finance periodically at least
1 (satu) kali dalam satu semester dan sewaktu-waktu once a semester and at any time if need.
apabila diperlukan.

Kewajiban Dewan Pengawas Obligations of the Supervisory

Kewajiban Dewan Pengawas BPDPKS adalah:
1. Memberikan pendapat dan saran kepada Menteri
Perindustrian dan Menteri Keuangan mengenai
Rencana Strategis Bisnis dan Anggaran yang
diusulkan oleh Pejabat Pengelola Badan Layanan
Umum (BLU);
2. Melaporkan kepada Menteri Perindustrian
dan Menteri Keuangan apabila terjadi gejala
menurunnya kinerja BLU;
3. Mengikuti perkembangan kegiatan BLU, memberi
pendapat dan saran kepada Menteri Perindustrian
dan Menteri Keuangan mengenai setiap masalah
yang dianggap penting bagi pengelolaan BLU; dan
4. Memberikan masukan, saran, atau tanggapan atas
laporan keuangan kinerja BLU kepada Pejabat
Pengelola BLU.
Board
The obligations of BPDPKS Supervisory Board are:
1. Provide opinions and suggestions to the Minister of
Industry and the Minister of Finance regarding the
Strategic Business Plan and Budget proposed by
the Managing Officer of the Public Service Agency
(BLU);
2. Report to the Minister of Industry and the Minister
of Finance if there are symptoms of declining BLU
performance;
3. Following the development of BLU activities, providing
opinions and suggestions to the Minister of Industry
and the Minister of Finance regarding any issues
deemed important for the management of BLU; and
4. Provide input, suggestions, or responses to the
BLU performance financial report to the BLU
Management Officer.

Rapat Dewan Pengawas Supervisory Board Meeting

Pada Semester I 2020 (Januari - Juni 2020), Dewan In the 1st Semester of 2020 (January - June 2020), the
Pengawas periode 2015-2020 telah menyelenggarakan Supervisory Board for the period of 2015-2020 has
rapat sebanyak 12 kali, dengan rincian sebagai berikut: held 12 meetings, with the following details:

Nama Jabatan Masa Jabatan Jumlah Rapat Kehadiran Rapat % Kehadiran

. Name . Position . Term of Office . Numbers of Meeting . Meeting Attendance . % Attendance

Rusman Heriawan Ketua Dewan Pengawas 2015-2020 12 12 100

. Chairman of the Supervisory Board .

Musdhalifah Anggota Dewan Pengawas 2018-2020 12 12 100

Machmud . Member of the Supervisory Board .

Heru Pambudi Anggota Dewan Pengawas 2018-2020 12 8 67

. Member of the Supervisory Board .

Djoko Siswanto Anggota Dewan Pengawas 2018-2020 12 10 83

. Member of the Supervisory Board .

Kasan Muhri Anggota Dewan Pengawas 2019-2020 12 10 83

. Member of the Supervisory Board .

Achmad Sigit Anggota Dewan Pengawas 2019-2020 10 4 40

Dwiwahjono . Member of the Supervisory Board .

Kasdi Subagyono Anggota Dewan Pengawas 2019-2020 12 6 50

. Member of the Supervisory Board .

Loso Judijanto Anggota Dewan Pengawas 2015-2020 12 12 100

. Member of the Supervisory Board .

Joko Supriyono Anggota Dewan Pengawas 2015-2020 12 8 67

. Member of the Supervisory Board .

Abdul Rochim Anggota Dewan Pengawas 2020-2020 2 2 100

. Member of the Supervisory Board .

199
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Selama periode November – Desember 2020, Dewan During the period of November – December 2020, the
Pengawas periode 2020-2025 telah menyelenggarakan Supervisory Board for the period of 2020-2025 has
rapat sebanyak enam kali, dengan rincian sebagai held six meetings, with the following details:
berikut:

Nama Jabatan Masa Jabatan Jumlah Rapat Kehadiran Rapat % Kehadiran

. Name . Position . Term of Office . Numbers of Meeting . Meeting Attendance . % Attendance

Evita H Legowo Ketua Dewan Pengawas 2020-2025 6 6 100

. Chairman of the Supervisory Board

Musdhalifah Anggota Dewan Pengawas 2020-2025 6 6 100

Machmud . Member of the Supervisory Board

Heru Pambudi Anggota Dewan Pengawas 2020-2025 6 5 83

. Member of the Supervisory Board .

Kasdi Subagyono Anggota Dewan Pengawas 2020-2025 6 5 83

. Member of the Supervisory Board .

Dadan Kusdiana Anggota Dewan Pengawas 2020-2025 6 6 100

. Member of the Supervisory Board .

Indrasari Wisnu Anggota Dewan Pengawas 2020-2025 6 5 83

Wardhana . Member of the Supervisory Board .

Abdul Rochim Anggota Dewan Pengawas 2020-2025 6 6 100

. Member of the Supervisory Board .

Taufik Mappaenre Anggota Dewan Pengawas 2020-2025 6 5 83

. Member of the Supervisory Board

Joko Supriyono Anggota Dewan Pengawas 2020-2025 6 5 83

. Member of the Supervisory Board

Agenda rapat Dewan Pengawas adalah sebagai berikut: The agenda for the Supervisory Board meeting is as
follows:

Agenda Rapat Dewan Pengawas Periode Januari – Juni 2020

. Supervisory Board Meeting Agenda January – June 2020

Tanggal Rapat Agenda Rapat Peserta Rapat

. Date . Meeting Agenda . Participants

28 Januari 2020 1. Perkembangan Tindak Lanjut LHPDTT BPK 6

Rapat Dewan Pengawas 2. Perkembangan Tindak Lanjut Hasil Audit oleh Inspektorat Jenderal Kementerian
. January 28, 2020 Keuangan
. Supervisory Board Meeting 3. Laporan Tindak Lanjut Monev PPKBLU & SMI
4. Hasil Audit PwC
5. Pagu BPDPKS 2020
6. Perkembangan Sistem Pungutan Ekspor
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Laporan Keuangan BPDP Kelapa Sawit Per 31 Desember 2019

1. Following-up the Development of BPK LHPDTT

.

2. Following-up the Development on Audit Results by the Inspectorate General of the Ministry of
.

Finance
3. PPKBLU & SMI Monev Follow-up Report
4. PwC Audit Results
5. BPDPKS Threshold 2020
6. Development of Export Levy System
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. BPDP Palm Oil Financial Report as of December 31, 2019

200
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan
Services Agency Support
Agenda Rapat Dewan Pengawas Periode Januari – Juni 2020
. Supervisory Board Meeting Agenda January – June 2020
Tanggal Rapat
. Date
28 Januari 2020
Rapat Dewan Pengawas-
Direksi
January 28, 2020
. 3. Progres pungutan ekspor yang mulai diberlakukan lagi per 1 Januari
Board of Directors-
.
Supervisory Board Meeting
27 Februari 2020
Rapat Dewan Pengawas
. February 27, 2020
. Supervisory Board Meeting
27 Februari 2020
Rapat Dewan Pengawas-
Direksi
February 27, 2020
. 3. Progres pungutan ekspor yang mulai diberlakukan lagi per 1 Januari
Board of Directors-
.
Supervisory Board Meeting
18 Maret 2020
Rapat Dewan Pengawas
. March 18, 2020
. Supervisory Board Meeting
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Management Discussion and Analysis BPDPKS Good Governance
Agenda Rapat Peserta Rapat
. Meeting Agenda . Participants
1. Laporan Komite Audit untuk bulan Januari 2020 12
2. Evaluasi Kinerja dan Keuangan BPDPKS Periode Januari-Desember 2019
1. Audit Committee Report for January 2020
2. BPDPKS Performance and Financial Evaluation for the period of January-December 2019
3. Progress of export levies which will be re-enforced on January 1st
1. Perkembangan Tindak Lanjut LHPDTT BPK 4
2. Perkembangan Tindak Lanjut Hasil Audit oleh Inspektorat Jenderal Kementerian
Keuangan
3. Laporan Tindak Lanjut Monev PPKBLU & SMI
4. Hasil Audit PwC
5. Pagu BPDPKS 2020
6. Perkembangan Sistem Pungutan Ekspor
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Laporan Keuangan BPDP Kelapa Sawit Per 31 Januari 2020
1. Following-up the Development of BPK LHPDTT
2. Following-up the Development on Audit Results by the Inspectorate General of the Ministry of
Finance
3. PPKBLU & SMI Monev Follow-up Report
4. PwC Audit Results
5. BPDPKS Threshold 2020
6. Development of Export Levy System
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. BPDP Palm Oil Financial Report as of January 31, 2020
1. Laporan Komite Audit untuk bulan Januari 2020 7
2. Evaluasi Kinerja dan Keuangan BPDPKS Periode Januari-Desember 2019
1. Audit Committee Report for January 2020
2. BPDPKS Performance and Financial Evaluation for the period of January-December 2019
3. Progress of export levies which will be re-enforced on January 1st
1. Perkembangan Tindak Lanjut LHPDTT BPK 7
2. Perkembangan Tindak Lanjut BAPHP Inspektorat Jenderal Kementerian Keuangan
3. Laporan Tindak Lanjut Monev PPKBLU & SMI
4. Hasil Audit PwC
5. Pagu BPDPKS 2020
6. Perkembangan Sistem Pungutan Ekspor
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Laporan Keuangan BPDP Kelapa Sawit Per 29 Februari 2020
1. Following-up the Development of BPK LHPDTT
2. Following-up the Development of BAPHP Inspectorate General Ministry of Finance
3. PPKBLU & SMI Monev Follow-up Report
4. PwC Audit Results
5. BPDPKS Threshold 2020
6. Development of Export Levy System
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. BPDP Palm Oil Financial Report as of February 29, 2020
201
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Agenda Rapat Dewan Pengawas Periode Januari – Juni 2020

. Supervisory Board Meeting Agenda January – June 2020

Tanggal Rapat Agenda Rapat Peserta Rapat

. Date . Meeting Agenda . Participants

18 Maret 2020 1. Penyerahan Buku Memori Jabatan dari Pak Dono kepada Dirut dan Kadewas 13
Rapat Dewan Pengawas- BPDPKS
Direksi 2. Laporan Komite Audit untuk bulan Februari 2020
March 18, 2020
. 3. Evaluasi Kinerja, Pungutan Ekspor, dan Keuangan BPDPKS Periode Januari 2020
Board of Directors-
. 4. Kemajuan Program Bio-diesel, Replanting, Sarana dan prasarana, Riset, Kerja
Supervisory Board Meeting sama dan Promosi

1. Submission of the Office Memory Book from Mr. Dono to BPDPKS President Director and Head
of the Supervisory Board
2. Audit Committee Report for February 2020
3. Performance Evaluation, Export Levy, and Finance of BPDPKS for January 2020 period
4. Progress of Bio-diesel Program, Replanting, Facilities and Infrastructure, Research, Cooperation
and Promotion

23 April 2020 1. Perkembangan Tindak Lanjut LHPDTT BPK 9

Rapat Dewan Pengawas 2. Perkembangan Tindak Lanjut BAPHP Inspektorat Jenderal Kementerian Keuangan
. April 23, 2020 3. Laporan Tindak Lanjut Monev PPKBLU & SMI
. Supervisory Board Meeting 4. Hasil Audit PwC
5. Pagu BPDPKS 2020
6. Perkembangan Sistem Pungutan Ekspor
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Laporan Keuangan BPDP Kelapa Sawit Per 31 Maret 2020

1. Following-up the Development of BPK LHPDTT

2. Following-up the Development of BAPHP Inspectorate General Ministry of Finance
3. PPKBLU & SMI Monev Follow-up Report
4. PwC Audit Results
5. BPDPKS Threshold 2020
6. Development of Export Levy System
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. BPDP Palm Oil Financial Report as of March 31, 2020

23 April 2020 1. Progres Capaian Pungutan Ekspor, Program PSR, Mandatori B30, Neraca 15
Rapat Dewan Pengawas- Keuangan dan hal lain yang perlu dibahas bersama
Direksi 2. Catatan Komite Audit untuk bulan Maret 2020
April 23, 2020
. 3. Update Kebijakan Sawit
Board of Directors-
.

Supervisory Board Meeting 1. Achievement Progress of Export Levy, PSR Program, Mandatory B30, Financial Balance and
other things that need to be discussed together
2. Audit Committee notes for March 2020
3. Palm Oil Policy Update

28 Mei 2020 1. Perkembangan Tindak Lanjut LHPDTT BPK 8

Rapat Dewan Pengawas 2. Perkembangan Tindak Lanjut BAPHP Inspektorat Jenderal Kementerian Keuangan
. May 28, 2020 3. Laporan Tindak Lanjut Monev PPKBLU & SMI
. Supervisory Board Meeting 4. Laporan Tindak Lanjut Monev SMI
5. Hasil Audit PwC
6. Perkembangan Pendapatan Dana BPDPKS
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Program Pengembangan SDM dan LITBANG
10. Program Bantuan Sarana dan Prasarana
11. Laporan Keuangan BPDP Kelapa Sawit Per 30 April 2020

1. Following-up the Development of BPK LHPDTT

2. Following-up the Development of BAPHP Inspectorate General Ministry of Finance
3. PPKBLU & SMI Monev Follow-up Report
4. SMI Monev Follow-up Report
5. PwC Audit Results
6. Development of BPDPKS Fund Revenue
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. HR Development and R&D Program
10. Facilities and Infrastructure Assistance Program
11. Palm Oil BPDP Financial Report as of April 30, 2020

28 Mei 2020 1. Progres Capaian Pungutan Ekspor, Program PSR, Mandatori B30, Neraca 14
Rapat Dewan Pengawas- Keuangan dan hal lain yang perlu dibahas bersama
Direksi 2. Catatan Komite Audit untuk bulan April 2020
May 28, 2020
. 3. Update Kebijakan Sawit
Board of Directors-
.

Supervisory Board Meeting 1. Achievement Progress of Export Levy, PSR Program, Mandatory B30, Financial Balance and
other things that need to be discussed together
2. Audit Committee Notes for April 2020
3. Palm Oil Policy Update

202
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan
Services Agency Support
Agenda Rapat Dewan Pengawas Periode Januari – Juni 2020
. Supervisory Board Meeting Agenda January – June 2020
Tanggal Rapat
. Date
23 Juni 2020
Rapat Dewan Pengawas
. June 23, 2020
. Supervisory Board Meeting
23 Juni 2020
Rapat Dewan Pengawas-
Direksi
June 23, 2020
. 3. Kebijakan dan Arahan Komite Pengarah
Board of Directors-
.
Supervisory Board Meeting
Agenda Rapat Dewan Pengawas November - Desember 2020
. Supervisory Board Meeting Agenda November - December 2020
Tanggal Rapat
. Date
12 November 2020
. November 12, 2020
19 November 2020
. November 19, 2020
19 November 2020
. November 19, 2020
3 Desember 2020
. December 3, 2020
16 Desember 2020
. December 16, 2020
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Management Discussion and Analysis BPDPKS Good Governance
Agenda Rapat Peserta Rapat
. Meeting Agenda . Participants
1. Perkembangan Tindak Lanjut LHPDTT BPK 7
2. Konsep Hasil Pemeriksaan BPK-RI (BA.015 – Kemenkeu) Tahun 2020
3. Perkembangan Tindak Lanjut BAPHP Inspektorat Jenderal Kementerian Keuangan
4. Laporan Tindak Lanjut Monev SMI dan PPKBLU
5. Hasil Audit PwC
6. Perkembangan Pendapatan Dana BPDPKS
7. Perkembangan Program Biodiesel
8. Perkembangan Program Peremajaan Sawit Rakyat
9. Program Bantuan Sarana dan Prasarana
10. Laporan Keuangan BPDP Kelapa Sawit per 31 Mei 2020
1. Following-up the Development of BPK LHPDTT
2. Concept of Examination Results of BPK-RI (BA.015 – Ministry of Finance) in 2020
3. Following-up the Development of BAPHP Inspectorate General Ministry of Finance
4. Followin-up Report on Monitoring and Evaluation of SMI and PPKBLU
5. PwC Audit Results
6. Development of BPDPKS Fund Revenue
7. Development of the Biodiesel Program
8. Development of the People's Palm Oil Replanting Program
9. Facilities and Infrastructure Assistance Program
10. Palm Oil BPDP Financial Report as of 31 May 2020
1. Laporan Direksi Tentang Kinerja Keuangan, Pungutan Ekspor, dan Capaian 13
Program
2. Catatan Komite Audit untuk bulan Mei 2020
1. Board of Directors' Report on Financial Performance, Export Levy, and Program Achievements
2. Audit Committee Notes for May 2020
3. Policy and Direction of the Steering Committee
Agenda Rapat Peserta Rapat
. Meeting Agenda . Participants
1. Kelengkapan perangkat Dewan Pengawas 8
2. Topik urgent (Insentif biodiesel, temuan audit BPK, dan percepatan PSR)
3. Rencana penyusunan program kerja
1. Completeness of Apparatus of the Supervisory Board
2. Urgent topics (biodiesel incentives, BPK audit findings, and PSR acceleration)
3. Plan for the preparation of work programs
Wawancara calon anggota Kodit 9
. Interview of prospective members of Kodit
1. Serah terima jabatan Dewan Pengawas periode 2015- 2020 kepada Dewan
Pengawas periode 2020-2025
2. Laporan Capaian Kinerja dan Usulan Pengelolaan Aset Tahun 2021 oleh Direktur
Utama BPDPKS
1. Handover of the position of the Supervisory Board for the period 2015-2020 to the Supervisory
Board for the period 2020-2025
2. Performance Achievement Report and Proposed Asset Management in 2021 by the President
Director of BPDPKS
1. Perkenalan dan Penugasan Anggota Sekretariat Diskusi Rencana Kerja 10
2. Mekanisme Kerja Dengan Direksi
1. Introduction and Assignment of Secretariat Members Discussing the Work Plan
2. Working Mechanism with the Board of Directors
1. Laporan Komite Audit 13
2. Pemilihan KAP
3. Pengisian Jabatan Direktur Kemitraan 5. Program Kerja Dewan Pengawas
1. Audit Committee Report
2. Selection of KAP
3. Filling the Position of Partnership Director
4. Work Program of the Supervisory Board
203
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Agenda Rapat Dewan Pengawas November - Desember 2020
. Supervisory Board Meeting Agenda November - December 2020
Tanggal Rapat Agenda Rapat
. Date . Meeting Agenda
18 Desember 2020 1. Butir-butir Pengawasan
. December 18, 2020 2. Laporan Kemajuan Direksi
3. Sinkronisasi Rencana Kerja
4. Mekanisme Kerja dengan Direksi
1. Items of Supervision
2. Board of Directors Progress Report
3. Sync Work Plan
4. Working Mechanism with the Board of Directors
Dewan Pengawas lndependen
Dewan Pengawas independen merupakan anggota
Dewan Pengawas yang tidak memiliki hubungan
keuangan, kepengurusan, kepemilikan saham dan/
atau hubungan keluarga dengan anggota Dewan
Pengawas lainnya dan/atau dengan Komite Pengarah
atau hubungan lainnya dengan BPDPKS yang
dapat memengaruhi kemampuannya bertindak
independen. Keberadaan Dewan Pengawas independen
dimaksudkan untuk menciptakan iklim yang lebih
obyektif dan independen, dan juga untuk menjaga
“fairness” serta mampu memberikan keseimbangan
antara kepentingan berbagai stakeholder.
Pada praktiknya BPDPKS telah memiliki Dewan
Pengawas independen yang dijabat oleh Evita H.
Legowo, Taufik Mappaenre, dan Joko Supriyono,
sehingga jumlah Pengawas independen BPDPKS
adalah sebanyak tiga orang dari total jumlah Dewan
Pengawas sebanyak sembilan orang atau sebesar 33%
dari jumlah Dewan Pengawas.
Kriteria Dewan Pengawas
lndependen
Kriteria Dewan Pengawas independen sebagai berikut:
1. Bukan Anggota Manajemen BPDPKS;
2. Bebas dari hubungan usaha dan hubungan lainnya
yang dapat mempengaruhi pengambilan keputusan;
3. Bukan penasihat atau konsultan utama profesional
yang material bagi BPDPKS atau perusahaan
afiliasi, atau pegawai yang berhubungan langsung
dengan penyedia jasa, setidaknya tiga tahun
sebelum menjadi anggota Dewan Pengawas;
4. Bukan pemasok atau pelanggan utama dari BPDPKS
atau perusahaan afiliasi atau pegawai dari/atau
yang berhubungan langsung atau tidak langsung
dengan pemasok atau pelanggan utama.
5. Tidak memiliki hubungan perjanjian dengan
BPDPKS atau perusahaan afiliasi.
204
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
Peserta Rapat
. Participants
21
Independent Supervisory Board
An independent Supervisory Board is a member of the
Supervisory Board who has no financial, management,
share ownership and/or family relationship with other
members of the Supervisory Board and/or with the
Steering Committee or other relationship with BPDPKS
which may affect its ability to act independently. The
existence of an independent Supervisory Board is
intended to create a more objective and independent
climate, and also to maintain “fairness” and be able
to provide a balance between the interests of various
stakeholders.
In practice, BPDPKS already has an independent
Supervisory Board which is held by Evita H. Legowo,
Taufik Mappaenre, and Joko Supriyono, so that the
number of independent BPDPKS Supervisors is three
out of a total of nine Supervisory Boards, or 33% of its
total.
Independent Supervisory Board
Guidance
The criteria for the independent Supervisory Board are
as follows:
1. Not a Member of BPDPKS Management;
2. Free from business relationships and other
relationships that may influence decision-making;
3. Not a material professional advisor or main
consultant for BPDPKS or affiliated companies, or
employees who have direct contact with service
providers, at least three years before becoming a
member of the Supervisory Board;
4. Not the main supplier or customer of BPDPKS or
affiliated companies or employees of/or who are in
direct or indirect contact with the main supplier or
customer.
5. Does not have an agreement relationship with
BPDPKS or affiliated companies.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Laporan Pelaksanaan Tugas
Tahun 2020
Sepanjang tahun 2020, Dewan Pengawas telah
melakukan berbagai tugas pengawasan sebagai
bentuk tugas pengawasan Dewan Pengawas yang
meliputi sebagai berikut:
1. Menghadiri undangan Komite Pengarah untuk
membahas berbagai kebijakan yang terkait BPDPKS.
2. Mengikuti kegiatan Capacity Building BPDPKS di
Yogyakarta yang dilaksanakan pada tanggal 20-23
Januari 2020.
3. Menghadiri acara pembahasan prospek pengadaan
bibit sawit Program Sawit Rakyat (PSR) di Medan
yang dilaksanakan pada tanggal 29 Februari – 2
Maret 2020.
4. Menghadiri acara seminar nasional “Kemitraan:
Kunci Sukses Sejahterakan Petani Sawit di Medan
yang dilaksanakan pada tanggal 9-10 Maret 2020
5. Menghadiri acara Focus Group Discussion (FGD)
Pemberian Dana Pendidikan (Beasiswa) BPDPKS di
Yogyakarta pada tanggal 11-13 Maret 2020.
6. Menghadiri acara “The 5th Edition of Pakistan Edible
Oil Conference (PEOC) di Karachi, Pakistan pada
tanggal 10-12 Januari 2020.
Berkaitan dengan munculnya pandemi COVID-19 di
seluruh penjuru dunia termasuk Indonesia, membuat
partisipasi ketua dan atau anggota Dewan Pengawas
dalam kegiatan BPDPKS dilakukan secara dalam
jaringan (daring), berikut adalah rincian kegiatan
tersebut:
1. Melakuka Pembahasan Kebijakan subsidi program
B30 pada tanggal 12 Mei 2020.
2. Melaksanakan Monitoring dan evaluasi atas
penelitian dan pengembangan BPDPKS pada
tanggal 19 Mei 2020.
3. Menyelenggarakan Acara digital sawit pada tanggal
4 Juni 2020.
4. Penandatanganan perjanjian penelitian dan
pengembangan Grand Riset Sawit 2020 yang
dilaksanakan pada tanggal 25 Juni 2020.
5. Menyelenggarakan Fellowship Journalist yang
dilaksanakan pada tanggal 29 Juni 2020.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Supervisory Board
Commissioning Duties 2020
Throughout 2020, the Supervisory Board has carried
out various supervisory duties as a form of supervisory
duties for the Supervisory Board which include the
following:
1. Attended the invitation of the Steering Committee
to discuss various policies related to BPDPKS.
2. Participated in BPDPKS Capacity Building activities
in Yogyakarta which will be held on January 20-23,
2020.
3. Attended in a discussion on the prospect of procuring
palm oil seeds for the People’s Sawit Program (PSR)
in Medan which was held on February 29 – March 2,
2020.
4. Attended the national seminar “Partnership: The Key
to Success for the Prosperity of Palm Oil Farmers”
in Medan which was held on March 9-10, 2020.
5. Attended the Focus Group Discussion (FGD) on the
Provision of Education Funds (Scholarship) BPDPKS
in Yogyakarta on March 11-13, 2020.
6. Attended “The 5th Edition of Pakistan Edible Oil
Conference (PEOC)” in Karachi, Pakistan on January
10-12, 2020.
Related to the emergence of the COVID-19 pandemic
throughout the world including Indonesia, the
participation of the Chairman and/or Members of
the Supervisory Board in BPDPKS activities carried
out online, the following were the details of these
activities:
1. Discussing the B30 program subsidy policy on May
12, 2020.
2. Carry out monitoring and evaluation of BPDPKS
research and development on May 19, 2020.
3. Organizing a digital palm event on June 4, 2020.
4. The signing of the 2020 Palm Research Grand
Research and development agreement which was
held on June 25, 2020.
5. Organizing a Journalist Fellowship Event on June
29, 2020.
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Penilaian atas Kinerja Dewan
Pengawas
Pelaksanaan penilaian kinerja Dewan Pengawas
dilakukan dengan berdasarkan kriteria-kriteria
penilaian yang berhubungan dengan pelaksanaan
tugas dan tanggung jawab Dewan Pengawas.
Disamping itu, penyampaian laporan kinerja Dewan
Pengawas dilaksanakan sebagaimana yang telah
diatur dalam Keputusan Menteri Keuangan Nomor
714/ KMK.05/ 2015 tanggal 26 Juni 2015 bahwa Dewan
Pengawas melaporkan pelaksanaan tugasnya kepada
Menteri Keuangan secara berkala, paling sedikit satu
kali dalam satu semester (6 bulan) dan sewaktu-waktu
apabila diperlukan.
Pada tahun 2020, Dewan Pengawas telah menyusun
Laporan Tugas Pengawasan yang dilakukan pada
Semester I Tahun 2020 diserahkan pada tanggal 30
Agustus 2020 dan semester II pada tanggal 12 Maret
2021.
Penilaian atas Kinerja Direksi
Selain Dewan Pengawas menilai kinerja Dewan
Pengawas sendiri, Dewan Pengawas juga melakukan
penilaian kinerja terhadap Direksi baik secara individual
maupun kolegial dan kinerja terhadap masing-masing
komite sebagai organ penunjang Dewan Pengawas
yang berlandaskan pada pelaksanaan tugas dan
tanggung jawabnya. Dewan Pengawas menilai di tahun
2020 Komite di bawah Dewan Pengawas dan kinerja
Direksi telah mampu melaksanakan tugasnya dengan
baik.
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Profil BPDPKS
BPDPKS Profile
Supervisory Board Assessment
Performance Indicator
The performance evaluation of the Supervisory Board
is carried out based on the assessment criteria related
to the implementation of the duties and responsibilities
of the Supervisory Board. In addition, the submission
of the Supervisory Board’s performance report is
carried out as stipulated in the Decree of the Minister
of Finance No. 714/ KMK.05/2015 dated June 26, 2015
that the Supervisory Board reports the implementation
of its duties to the Minister of Finance periodically,
at least once a semester (6 month) and at any time if
necessary.
In 2020, the Supervisory Board has compiled a Report
on Supervision Tasks carried out in 1st Semester of 2020
submitted on August 30, 2020, and the 2nd Semester on
March 12, 2021.
Assessment of the Performance
of the Board of Directors
In addition to evaluating the performance of the
Supervisory Board itself, the Supervisory Board also
assesses the performance of the Board of Directors
both individually and collegially, and the performance
of each committee as a supporting organ of the
Supervisory Board based on the implementation of
their duties and responsibilities. The Supervisory
Board considers that in 2020 the Committees under
the Supervisory Board and the Board of Directors have
been able to carry out their duties well.
Badan Pengelola Dana Perkebunan Kelapa Sawit
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Organ Pendukung Dewan Pengawas

Supervisory Board Secretary
Dalam melaksanakan tugasnya, Dewan Pengawas
dibantu oleh organ pendukung, yaitu: Sekretaris Dewan
Pengawas dan, Komite Audit, yang diuraikan sebagai
berikut:
In carrying out its duties, the Supervisory Board is
assisted by supporting organs, namely: the Secretary
of the Supervisory Board and the Audit Committee,
which are described as follows:

Sekretaris Dewan Pengawas Supervisory Board Secretary

Sekretaris Dewan Pengawas merupakan organ tata
kelola yang bertanggung jawab menyelenggarakan
kegiatan administrasi serta sebagai penghubung bagi
Dewan Pengawas, baik dengan pihak-pihak terkait di
lingkungan BPDPKS maupun di luar BPDPKS.
The Supervisory Board Secretary is a governance organ
that is responsible for carrying out administrative
activities as well as a liaison for the Supervisory
Board, both with related parties within and outside the
BPDPKS.

Sekretaris Dewan Pengawas BPDPKS dijabat oleh Reni
Kustiari sesuai dengan Surat Keputusan Direktur Utama
Nomor KEP-22/DPKS/2015 tanggal 30 Desember 2015
tentang Pembentukan Sekretariat Dewan Pengawas.
Pengangkatan Sekretaris Dewan Pengawas telah
mendapatkan persetujuan dari Dewan Pengawas.
The Supervisory Board Secretary is held by Reni
Kustiari in accordance with the Decree of the President
Director No. KEP-22/DPKS/2015 dated December 30,
2015 regarding the Establishment of the Secretariat
of the Supervisory Board. The appointment of the
Supervisory Board Secretary has been approved by the
Supervisory Board.

Profil Ketua Sekretariat Dewan Pengawas Profile of the Chairperson of the

Supervisory Board Secretariat

Reni Kustiari
Sekretaris Dewan Pengawas | Supervisory Board Secretary

Warga Negara Indonesia. Beliau lahir di Bengkulu pada tanggal 18 Oktober 1958. Saat ini
berusia 62 tahun
Beliau menjabat sebagai Sekretaris Dewan Pengawas sejak Desember 2015. Beliau meraih
gelar Bachelor in Agricultural Statistics, Institut Pertanian Bogor pada tahun 1979 - 1982,
gelar Master of Agricultural Economics, University of Missouri, USA pada tahun 1992 - 1994,
serta gelar Doctor of Philosophy in Agricultural Economics, Institut Pertanian Bogor pada
tahun 2001 – 2007.
Indonesian citizens. She was born in Bengkulu on October 18, 1958. She is currently 62 years old.
She has served as Supervisory Board Secretary since December 2015. She holds a Bachelor’s
degree in Agricultural Statistics from Institut Pertanian Bogor in 1979 - 1982, a Master’s degree
in Agricultural Economics from University of Missouri, USA in 1992 - 1994, and a Doctor of
Philosophy in Agricultural Economics Statistics from Institut Pertanian Bogor in 2001 – 2007.

Tugas dan Tanggung Jawab Duties and Responsibilities

1. Mengadministrasikan dan mendokumentasikan
seluruh data dan informasi terkait dengan Dewan
Pengawas;
2. Menyediakan dan menyampaikan informasi yang
penting tentang Rapat Dewan Pengawas kepada
Direksi BPDPKS;
3. Memberikan dukungan kepada Dewan Pengawas
guna memperlancar tugas-tugas Dewan Pengawas;
dan
4. Sebagai penghubung antara Dewan Pengawas
dengan Direksi.
1. Administering and documenting all data and
information related to the Supervisory Board;
2. Provide and convey important information regarding
Supervisory Board Meeting to BPDPKS Board of
Directors;
3. Provide support to the Supervisory Board in order to
facilitate their duties; and
4. As a liaison between the Supervisory Board and the
Board of Directors.

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2020 Performance Highlights Management Report
Pelaksanaan Tugas Sekretaris Dewan
Pengawas
Selama Tahun 2020, Sekretaris Dewan Komisaris telah
melakukan berbagai kegiatan sebagai berikut:
1. Mengikuti kegiatan Dewan Pengawas dan membuat
laporan perjalanan Dewan Pengawas
2. Mengikuti kegiatan BPDPKS;
3. Membuat undangan dan risalah rapat internal
Dewan Pengawas dan rapat gabungan Dewan
Pengawas-Direksi (rutin dan non rutin);
4. Membuat bahan bulanan untuk Dewan Pengawas
tentang program BPDPKS (SDM, Kemitraan, PSR,
dan Sarana Prasarana), Analisis Data IRAI, data harga
referensi untuk cpo dan harga fame, dan harga MOPS
solar;
5. Melaksanakan pekerjaan lainnya yang terkait
dengan Dewan Pengawas.
Komite Audit
Tujuan dibentuknya Komite Audit adalah membantu
Dewan Pengawas dalam melaksanakan tugas
pengawasan, memberikan opini profesional dan
independen kepada Dewan Pengawas mengenai
laporan atau hal-hal lain yang diajukan oleh Direksi
kepada Dewan Pengawas serta pemantauan atas tindak
lanjut hasil pemeriksaan audit (eksternal/internal)
dalam rangka menilai kecukupan pengendalian internal
termasuk kecukupan proses pelaporan keuangan.
Dasar Hukum Pembentukan
Dalam menunjang pelaksanaan BPDPKS telah
membentuk Komite Audit yang bertugas membantu
Dewan Pengawas berdasarkan Keputusan Direktur
Utama BPDPKS NO.KEP-08/DPKS/2016 tentang
Pembentukan Komite Audit pada BPDPKS.
Komposisi Anggota
Pada Tahun 2020, jumlah dan komposisi Komite
Audit BPDPKS mengalami perubahan dengan adanya
pergantian anggota Dewan Pengawas. Jumlah Komite
Audit sebanyak tiga orang yang terdiri dari satu Ketua
Komite Audit dan dua anggota Komite Audit.
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Profil BPDPKS
BPDPKS Profile
Duties Implementation of the
Supervisory Board Secretary
Throughout 2020, the Board of Commissioners
Secretary has carried out assorted activities as follows:
1. Participate in the activities of the Supervisory Board
and make its travel report;
2. Participate in BPDPKS activities;
3. Make invitations and minutes of internal meetings of the
Supervisory Board and joint meetings of the Supervisory
Board – Board of Directors (routine and non-routine);
4. Prepare monthly materials for the Supervisory
Board regarding the BPDPKS program (HR,
Partnership, PSR, and Infrastructure), IRAI Data
Analysis, reference price data for CPO and fame
prices, and MOPS diesel price;
5. Conduct other work related to the Supervisory
Board.
Audit Committee
The purpose of establishing the Audit Committee
is to assist the Supervisory Board in carrying out
its supervisory duties, to provide professional and
independent opinions regarding reports or other
matters submitted by the Board of Directors to the
Supervisory Board, as well as monitoring the follow-
up to the results of (external/internal) audits in order to
assess the adequacy of internal control, including the
adequacy of the financial reporting process.
Legal Basis of Establishment
In supporting the implementation of BPDPKS, an Audit
Committee has been established in charge of assisting
the Supervisory Board based on the Decree of the
President Director of BPDPKS No.KEP-08/DPKS/2016
regarding the Establishment of an Audit Committee at
BPDPKS.
Member Composition
In 2020, the number and composition of the BPDPKS
Audit Committee altered with the change in the
members of the Supervisory Board. The number of
the Audit Committee is three people consisting of one
Chairman and two members.
Badan Pengelola Dana Perkebunan Kelapa Sawit
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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Berikut adalah susunan Komite Audit pada akhir tahun The following is the composition of the Audit Committee
2020: at the end of 2020:

Komposisi dan Masa Jabatan

. Composition and Term of Office

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Taufik Mappaenre Ketua Komite Audit/Anggota Keputusan Menteri Keuangan Nomor 499/ 2020-2025
Dewan Pengawas KMK.05/2020 tanggal 4 November 2020
Chairman of the Audit Committee/
. tentang Pembentukan Komite
Member of the Supervisory Board Audit pada BPDPKS
.

Decree of the Minister of Finance No. 499/

.

KMK.05/2020 dated November 4, 2020 regarding the

Establishment of the Audit Committee at BPDPKS

Lupi Hartono Anggota Keputusan Menteri Keuangan Nomor 499/ 2020-2025

. Member KMK.05/2020 tanggal 4 November 2020
tentang Pembentukan Komite
Audit pada BPDPKS
.

Decree of the Minister of Finance No. 499/

.

KMK.05/2020 dated November 4, 2020 regarding the

Establishment of the Audit Committee at BPDPKS

Ronny Rusli Anggota Keputusan Menteri Keuangan Nomor 499/ 2020-2025

. Member KMK.05/2020 tanggal 4 November 2020
tentang Pembentukan Komite Audit pada
BPDPKS
Decree of the Minister of Finance No. 499/
.

KMK.05/2020 dated November 4, 2020 regarding the

Establishment of the Audit Committee at BPDPKS

Profil Komite Audit Audit Committee Profile

Taufik Mappaenre
Ketua Komite Audit | Chairman of the Audit Committee

Beliau menjabat sebagai Ketua Komite Audit sejak 4 November 2020 berdasarkan KMK
Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 4 November 2020.
Profil lengkap beliau dapat dilihat pada Profil Dewan Pengawas, Laporan Tahunan ini.

He serves as Chairman of the Audit Committee since November 4, 2020 based on Decree
of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020. His full profile
can be seen in the Profile of the Supervisory Board on this Annual Report.

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 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Lupi Hartono
Anggota Komite Audit | Member of the Audit Committee

Beliau telah menjabat sebagai Anggota Komite Audit sejak 4 November 2020 berdasarkan
KMK Keputusan Menteri Keuangan Nomor 499/KMK.05/2020 tanggal 4 November 2020.

Beliau memperoleh gelar Sarjana Ekonomi dari Universitas Terbuka pada tahun 1997.

Dalam perjalanan karirnya, beliau pernah menjabat sebagai Kepala Subdirektorat Registrasi
Kepabeanan, Ditjen Bea dan Cukai periode 2012 – 2014, sebagai Kepala Kantor Pengawasan
dan Pelayanan Bea dan Cukai Tipe Madya Pabean Belawan periode 2014 – 2016, sebagai
Kepala Subdirektorat Perencanaan Strategis dan Manajemen Transformasi periode April
2016 – Desember 2016, sebagai Atase Keuangan KBRI Singapura periode 2017 – 2020, dan
sebagai Kepala Subdirektorat Penerimaan periode 2020 – Sekarang.

He serves as a Member of the Audit Committee since November 4, 2020 based on the KMK
Decree of the Minister of Finance No. 499/KMK.05/2020 dated November 4, 2020.

He obtained his Bachelor of Economics degree from Universitas Terbuka in 1997.

In the course of his career, he served as Head of the Sub-Directorate of Customs Registration,
Directorate General of Customs and Excise for the period of 2012-2014, as Head of the Customs
and Excise Supervision and Service Office of Belawan Customs for the period of 2014-2016,
as Head of the Sub-directorate for Strategic Planning and Transformation Management for
the period of April 2016 – December 2016, as Financial Attaché of the Indonesian Embassy in
Singapore for the period of 2017 – 2020, and as Head of the Sub-Directorate for Admissions
for the period of 2020 – Present.

Ronny Rusli
Anggota Komite Audit | Member of the Audit Committee

Beliau menjabat sebagai Anggota Komite Audit sejak 4 November 2020 berdasarkan KMK
Keputusan Menteri Keuangan Nomor 499/KMK.05/2020.

Beliau memperoleh gelar Sarjana Ekonomi dari Fakultas Ekonomi, Universitas Indonesia
tahun 1994 dan gelar Master of Business Administration dari Kenan-Flagler Business School,
the UNC at Chapel Hill, USA tahun 2000.

Dalam perjalanan karirnya, beliau pernah menjabat sebagai China Strategy Leader – Animal
Nutrition Cargill Inc., MN, USA periode 2010 – 2011, sebagai VP Downstream Business
Development Sinar Mas Group periode 2011 – 2015, sebagai CEO Biodiesel and Energy Sinar
Mas Group periode periode 2015 – Juni 2016, dan sebagai Direktur Corporate Affairs Office
Sinar Mas Group periode 2016 – Sekarang.

He serves as a Member of the Audit Committee since November 4, 2020 based on the KMK
Decree of the Minister of Finance No. 499/KMK.05/2020.

He obtained his Bachelor of Economics degree from the Faculty of Economics, Universitas
Indonesia in 1994 and a Master of Business Administration from Kenan-Flagler Business
School, the UNC at Chapel Hill, USA in 2000.

In the course of his career, he served as China Strategy Leader – Animal Nutrition Cargill Inc.,
MN, USA for the period of 2010 – 2011, as VP Downstream Business Development for the Sinar
Mas Group for the period of 2011 – 2015, as CEO of Biodiesel and Energy for the Sinar Mas
Group for the period of 2015 – June 2016, and as Director of Corporate Affairs Office of the
Sinar Mas Group for the period of 2016 – Present.

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Pedoman Kerja Komite Audit
Dalam menjalankan tugas dan tanggung jawabnya,
Komite Audit mengacu pada Keputusan Direktur Utama
BPDPKS No.KEP- 154/DPKS/2019 Tanggal 15 April
2019. Cakupan dari keputusan Direktur Utama tersebut
terdiri dari penetapan Susunan Komite Audit Tahun
2019, Tugas dan tanggung jawab sebagai Komite Audit,
Fungsi Komite Audit dan Honorarium bagi Komite Audit.
Pengangkatan dan Pemberhentian
Komite Audit
Pengangkatan anggota Komite Audit diputuskan
melalui Keputusan Direktur Utama BPDPKS NO.KEP-154/
DPKS/2019 tentang Pembentukan Komite Audit pada
BPDPKS tanggal 15 April Tahun 2019. Anggota Komite
Audit dapat berhenti atau diberhentikan meskipun
jabatannya belum berakhir, apabila yang bersangkutan
mengundurkan diri dan/atau meninggal dunia.
Tugas dan Tanggung Jawab
Komite Audit BPDPKS sesuai dengan arahan Dewan
Pengawas dan Keputusan Direktur Utama adalah
bertanggungjawab dan melaporkan hasil pekerjaanya
kepada Dewan Pengawas BPDPKS. Sejalan dengan
Keputusan Direktur Utama BPDPKS No.KEP- 08/
DPKS/2016, fungsi Komite Audit BPDPKS adalah:
1. Melakukan penelaahan atas laporan-laporan yang
disampaikan oleh Pejabat Pengelola kepada Dewan
Pengawas
2. Melakukan supervisi atas pelaksanaan
pengendalian internal BPDPKS
3. Melakukan tugas lain yang ditetapkan Dewan
Pengawas
Selain itu, Komite Audit juga senantiasa bertugas
melakukan pengawasan pekerjaan Auditor Independen,
memantau kepatuhan BPDPKS terhadap peraturan
perundang-undangan yang berlaku serta memantau
pengelolaan risiko BPDPKS.
Guna melaksanakan tugas dan tanggung jawab secara
optimal, Komite Audit memiliki kewenangan untuk
mengakses catatan atau informasi tentang pegawai,
data keuangan, aset serta sumber daya BPDPKS
lainnya yang berkaitan dengan pelaksanaan tugasnya.
Komite audit wajib menjaga kerahasiaan dokumen, data
dan informasi BPDPKS yang diakses untuk keperluan
tugas tersebut.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Audit Committee Work Guidelines
In carrying out its duties and responsibilities, the Audit
Committee refers to the Decision of BPDPKS President
Director No. KEP-154/DPKS/2019 dated April 15, 2019.
The scope of this decision consists of determining the
composition of the 2019 Audit Committee, duties and
responsibilities as a Committee Audit, Audit Committee
Functions, and Honorarium for the Audit Committee.
Appointment and Dismissal of the Audit
Committee
The appointment of Audit Committee members was
decided through the Decision of BPDPKS President
Director No. KEP-154/DPKS/2019 regarding the
Establishment of the Audit Committee at BPDPKS on April
15, 2019. Members of the Audit Committee may resign or
be dismissed even though their position has not ended, if
the person concerned resign and/or passed awat.
Duties and Responsibilities
The BPDPKS Audit Committee in accordance with the
direction of the Supervisory Board and the Decree of
the President Director is responsible and reports the
results of its work to BPDPKS Supervisory Board. In
line with the Decree of BPDPKS President Director No.
KEP- 08/DPKS/2016, the functions of BPDPKS Audit
Committee are:
1. Reviewing the reports submitted by the Managing
Officer to the Supervisory Board
2. Supervising the implementation of BPDPKS internal
control
3. Performing other duties as determined by the
Supervisory Board
In addition, the Audit Committee is also regularly in
charged with supervising the work of the Independent
Auditor, monitoring BPDPKS compliance with
applicable laws and regulations, and monitoring
BPDPKS risk management.
In order to carry out its duties and responsibilities
optimally, the Audit Committee has the authority
to access records or information about employees,
financial data, assets and other BPDPKS resources
related to the implementation of their duties. The Audit
Committee is required to maintain the confidentiality of
BPDPKS documents, data, and information accessed
for the purpose of this task.
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Independensi Komite Audit Audit Committee Independence

Sesuai dengan peraturan tentang pelaksanaan GCG, In accordance with the regulations regarding the
Komite Audit bersifat independen dan bebas dari implementation of GCG, the Audit Committee is
benturan kepentingan sehingga dapat bersikap objektif independent and free from conflicts of interest so that
dalam memberikan pendapat terhadap permasalahan it can be objective in providing opinions on the problems
yang dihadapi. Oleh karena itu, seluruh anggota encountered. Therefore, all members of the BPDPKS
Komite Audit BPDPKS bersifat independen dan tidak Audit Committee are independent and do not have
memiliki rangkap jabatan di dalam dan di luar BPDPKS concurrent positions within and outside the BPDPKS
yang dapat memengaruhi kemampuan mereka untuk which may affect their ability to act independently.
bertindak independen.

Rapat Kerja Komite Audit Audit Committee Working Meeting

Selama periode 1 Januari-25 Juni 2020, Komite Audit, During the period of January 1 - June 25, 2020, the
melaksanakan rapat sebanyak enam kali dengan Audit Committee held six meetings with the following
tingkat kehadiran sebagai berikut: attendance levels:

Frekuensi dan Kehadiran Rapat Komite Audit

. Frequency and Attendance of Audit Committee Meetings

Nama Jabatan Masa Jabatan Jumlah Rapat Kehadiran Rapat % Kehadiran

. Name . Position . Term of Office . Numbers of Meeting . Meeting Attendance . % Attendance

Loso Judijanto Ketua 2015-2020 6 6 100

. Chairman

Hary Nugroho S Anggota 2015-2020 6 6 100

. Member

Selama periode 23 November – 31 Desember 2020, During the period of November 23 – December 31,
Komite Audit, melaksanakan rapat sebanyak satu kali 2020, the Audit Committee held one meeting with the
dengan tingkat kehadiran sebagai berikut: following attendance levels:

Frekuensi dan Kehadiran Rapat Komite Audit

. Frequency and Attendance of Audit Committee Meeting

Nama Jabatan Masa Jabatan Jumlah Rapat Kehadiran Rapat % Kehadiran

. Name . Position . Term of Office . Numbers of Meeting . Meeting Attendance . % Attendance

Taufik Mappaenre Ketua 2020-2025 1 1 100

. Chairman

Lupi Hartono Anggota 2020-2025 1 1 100

. Member

Ronny Rusli Anggota 2020-2025 1 1 100

. Member

Sesuai laporan kegiatan pada usulan PKPT 2021, Rapat

In accordance with the activity report on the 2021 PKPT
Komite Audit 2020 berjumlah 6 (enam) kali. Agenda
proposal, the 2020 Audit Committee Meeting is 6 (six)
Rapat Komite Audit pada periode Januari s.d. Juni 2020
times. Agenda of the Audit Committee Meeting in the
yaitu sebagai berikut:
period January to d. June 2020 are as follows:

No Tanggal | Date Agenda

1 28 Januari 2020 Pembahasan Laporan Keuangan dan Kinerja Tahun 2019

. January 28, 2020 . Discussion of the 2019 Financial Statements and Performance

2 24 Februari 2020 Pembahasan Laporan Keuangan dan Kinerja s.d. Januari 2020
. February 24, 2020 . Discussion of Financial Statements and Performance s.d. January 2020

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No Tanggal | Date Agenda

3 21 April 2020 Pembahasan tindak lanjut atas konsep temuan pemeriksaan dan point penting terkait kinerja BPDPKS
. April 21, 2020 s.d. Maret 2020
Discussion of follow-up on the concept of examination findings and important points related to the performance of
.

BPDPKS up to d. March 2020

4 19 Mei 2020 Pembahasan Laporan Keuangan dan Kinerja s.d. April 2020
. May 19, 2020 . Discussion of Financial Statements and Performance s.d. April 2020

5 22 Juni 2020 Pembahasan Laporan Keuangan dan Kinerja s.d. Mei 2020
. June 22, 2020 . Discussion of Financial Statements and Performance s.d. May 2020

Terdapat pergantian Dewas periode lima tahun pertama.
Mulai tanggal akhir Juni 2020 Dewas inaktif SK Dewas
baru ditetapkan mulai tanggal 23 November 2020,
sehingga rapat komite audit pada Semester II hanya
sebanyak 2 (dua) kali yaitu pada bulan Desember 2020.
There is a change in the Board of Directors for the
first five-year period. Starting at the end of June 2020
the inactive Dewas SK Dewas has just been set from
November 23, 2020, so that the audit committee
meeting in Semester II is only 2 (two) times, namely in
December 2020.

No Tanggal | Date Agenda

1 4 Desember 2020 Pengenalan BPDPKS ke Komite Audit dan Rencana Kerja Komite Audit
. December 4, 2020 . Introduction of BPDPKS to the Audit Committee and Audit Committee Work Plan

2 15 Desember 2020 Pembahasan Laporan Keuangan dan Kinerja s.d. November 2020
. December 15, 2020 . Discussion of Financial Statements and Performance s.d. November 2020

Tanggapan dan Rekomendasi Kepada Feedback and Recommendations to the

Dewan Pengawas
Komite Audit selama tahun 2020 memberikan
tanggapan, laporan, telaahan dan masukan kepada
Dewan Pengawas, antara lain:
1. Penelaahan dan pemantauan atas semua informasi
keuangan yangdisajikan Manajemen;
2. Penelaahan dan pemantauan atas efektivitas
pelaksanaan pengendalian internal;
3. Penelaahan dan pemantauan atas efektivitas
pelaksanaan hasil pemeriksaan oleh unit Internal
Audit;
4. Penelaahan dan pemantauan atas:
ƒ Independensi dan objektivitas kantor Akuntan
Publik (KAP) yang akan menjadi a ud itor
eksternal;
ƒ Biaya jasa audit dan cakupan audit yang diajukan
oleh KAP terpilih;
ƒ Pelaksanaan perkembangan audit yang
dilakukan oleh KAP;
ƒ Laporan hasil audit yang disampaikan oleh KAP.
5. Penelaahan dan pemantauan atas kepatuhan terhadap
peraturan perundang-undangan yang berlaku;
6. Penelaahan dan pemantauan serta melaporkan
berbagai potensi risikoyang mungkin terjadi.
Supervisory Board
The Audit Committee during 2020 provided responses,
reports, reviews and inputs to the Supervisory Board,
including:
1. Reviewing and monitoring all financial information
presented by the Management;
2. Reviewing and monitoring the effectiveness of
internal control;
3. Reviewing and monitoring the effectiveness of the
audit results by the Internal Audit unit;
4. Reviewing and monitoring:
ƒ Independence and objectivity of the Public
Accounting Firm (KAP) which will be appointed
as the external auditor;
ƒ Audit service fees and audit coverage proposed
by the selected KAP;
ƒ Implementation of audit by KAP; and
ƒ Audit report submitted by KAP.
5. Reviewing and monitoring the compliance with
prevailing laws and regulations;
6. Reviewing and monitoring, as well as reporting
various potential risks that may occur.

213
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Program Pengembangan kompetensi
Komite Audit
Sepanjang tahun 2020, Komite Audit telah mengikuti
pengembangan kompetensi melalui kegiatan pelatihan,
seminar ataupun workshop. Informasi detail terkait hal
tersebut terdapat pada bab Profil Perusahaan dalam
Laporan Tahunan ini.
Kunjungan Kerja Komite Audit
Dalam rangka mendapatkan informasi, klarifikasi
dan gambaran atas kemajuan/perkembangan serta
permasalahan yang dihadapi atas pelaksanaan tugas
pejabat pengelola dilapangan, Ketua dan atau anggota
Komite Audit melakukan peninjauan dan evaluasi ke
lapangan, seperti:
y Kunjungan kerja yang terkait program PSR antara
lain melakukan kunjungan ke Pusat Penelitian
Kelapa Sawit di Medan, lokasi PSR di Pekanbaru
dan kunjungan ke Dinas Perkebunan Sumatera
Utara dan lokasi Program Peremajaan Sawit Rakyat
di Sumatera Utara.
y Peninjauan persiapan sistem verifikasi tunggal
antara lain dengan melakukan kunjungan ke KPPBC
TMP B Bandar Lampung Dan kunjungan ke KPPBC
TMP Gresik dan Surabaya- Jawa Timur.
y Meninjau dan mengevaluasi beasiswa vokasi
SDM Kelapa Sawit antara lain menghadiri rapat
koordinasi kegiatan program beasiswa pendidikan
vokasi 2019 di Yogyakarta dan bertemu dengan para
penerima beasiswa vokasi yang sedang magang di
Kalimantan Tengah.
y Mengikuti dan berpartisipasi dalam upaya promosi
dan kemitraan seperti berpartisipasi pada beberapa
seminar yang berkaitan langsung atau bertema
sawit yang diselenggarakan di Jakarta.
y Melakukan kunjungan ke luar negeri yang
berhubungan dengan upaya promosi kelapa sawit
atau kemitraan seperti ke Malaysia dan Belanda.
Remunerasi Komite Audit
Remunerasi anggota Komite Audit mengacu pada KEP-
08/DPKS/2016 dengan pembagian sebagai berikut:
Remunerasi Komite Audit
. Audit Committee Remuneration
Nama
. Name
Lupi Hartono, MM
Ronny Rusli, MBA
214
Profil BPDPKS
BPDPKS Profile
Audit Committee Competency
Development Program
Throughout 2020, the Audit Committee has participated
in competency development through training activities,
seminars, or workshops. The detailed information
regarding this can be found in the Company Profile
chapter in this Annual Report.
Audit Committee Working Visit
In order to acquire information, clarification, and
description of the progress/developments as well as
problems faced in the duties implementation of the
management officer in the field, the Chairman and/or
members of the Audit Committee conduct field reviews
and evaluations, such as:
y Working visits related to the PSR program included
a visit to the Palm Oil Research Center in Medan, the
PSR location in Pekanbaru, and a visit to the North
Sumatra Plantation Service and the location of
the People’s Palm Oil Replanting Program in North
Sumatra.
y Reviewing the preparation of a single verification
system, among others, by visiting KPPBC TMP B
Bandar Lampung and visits to KPPBC TMP Gresik
and Surabaya-East Java.
y Reviewing and evaluating Palm Oil HR vocational
scholarships, including attending a coordination
meeting for the 2019 vocational education
scholarship program in Yogyakarta and meeting
with vocational scholarship recipients who are
doing internships in Central Kalimantan.
y Participating in promotional and partnership events
such as numerous seminars that directly related
to or with the theme of palm oil which was held in
Jakarta.
y Conducting overseas visits related to palm oil
promotion or partnerships events such as to
Malaysia and the Netherlands.
Audit Committee Remuneration
The remuneration of the Audit Committee members
refers to KEP-08/DPKS/2016 with the following
distribution:
Honorarium per Bulan (Rp)
. Monthly Honorarium (Rp)
15.840.000
15.840.000
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Direksi
Board of Directors
BPDPKS memiliki tugas untuk melaksanakan
pengelolaan Dana Perkebunan Kelapa Sawit. BPDPKS
dipimpin oleh Direktur Utama yang membawahi
Direktorat Keuangan, Umum, Kepatuhan dan
Manajemen Risiko, Direktorat Perencanaan dan
Pengelolaan Dana, Direktorat Penghimpunan Dana,
Direktorat Penyaluran Dana, dan Direktorat Kemitraan.
Direksi BPDPKS memiliki kewenangan dan tanggung
jawab berdasarkan Anggaran Dasar dan Pedoman
Kerja Direksi BPDPKS.
BPDPKS has the task of carrying out the management
of the Palm Oil Plantation Fund. BPDPKS is led by
the President Director who oversees the Directorate
of Finance, General Affairs, Compliance and Risk
Management, Directorate of Fund Planning and
Management, Directorate of Fundraising, Directorate of
Fund Distribution, and Directorate of Partnerships. The
Board of Directors of BPDPKS has the authority and
responsibility based on the Articles of Association and
Work Guidelines for the Board of Directors of BPDPKS.

Komposisi dan Masa Jabatan Composition and Term of Office

Berikut adalah komposisi dan masa jabatan Direksi The following is the composition and term of office of
BPDPKS BPDPKS Board of Directors

Komposisi dan Masa Jabatan Direksi

. Composition and Term of Office of the Board of Directors

Nama Jabatan Dasar Pengangkatan Masa Jabatan

. Name . Position . Basis of Establishment . Term of Office

Eddy Direktur Utama Keputusan Menteri Keuangan Nomor 53/KMK.01/2020 tanggal 26 Maret 2020 –
Abdurrachman . President Director Februari 2020 sekarang
. Decree of the Minister of Finance No. 53/KMK.01/2020 dated February 26, 2020 March 2020 -
.

present

Zaid Burhan Direktur Keuangan, Keputusan Menteri Keuangan Nomor 53/KMK.01/2020 tanggal 26 Maret 2020 –
Ibrahim Umum, Kepatuhan dan Februari 2020 sekarang
Manajemen Risiko . Decree of the Minister of Finance No. 54/KMK.01/2020 dated February 26, 2020 March 2020 -
.

Director of Finance, General

.
present
Affairs, Compliance and Risk
Management

Kabul Direktur Perencanaan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal 19 November 2019
Wijayanto dan Pengelolaan Dana* September 2019 – sekarang
Director of Planning and
. . Decree of the Minister of Finance No. 739/KMK.05/2019 dated September 19, 2019 November 2019 -
.

Fund Management* present

Sunari Direktur Penghimpunan Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal 19 Oktober 2019 –
Dana September 2019 sekarang
. Director of Fund Collection . Decree of the Minister of Finance No. 739/KMK.05/2019 dated September 19, 2019 October 2019 -
.

present

Edi Wibowo Direktur Penyaluran Keputusan Menteri Keuangan Nomor 739/KMK.05/2019 tanggal 19 Februari 2017 –
Dana September 2019 menggantikan Keputusan Menteri Keuangan Nomor sekarang
Director of Fund
. 57/KMK.05/2017 tanggal 2 Februari 2017 February 2017 -
.

Disbursement Decree of the Minister of Finance No. 739/KMK.05/2019 dated September 19, 2019
.
present
replaced the Decree of the Minister of Finance No. 57/KMK.05/2017 dated February 2, 2017

Edi Wibowo Plt. Direktur Kemitraan Surat Perintah Direktur Utama Badan Pengelola Dana Perkebunan Oktober
Act. Director of
. Kelapa Sawit Nomor PRIN-08/DPKS/2020 tanggal 15 Oktober 2020 2020-Sekarang
Partnershipoke Order of the President Director of the Palm Oil Plantation Fund Management
. October 2020 -
.

Agency Number PRIN-08/DPKS/2020 dated October 15, 2020 present

Pengangkatan dan Pemberhentian Appointment and Dismissal

Sesuai dengan Anggaran Dasar BPDPKS, pengangkatan
calon Direksi wajib memenuhi persyaratan kemampuan
dan kepatutan dalam hal memahami masalah
manajemen yang berkaitan dengan fungsi salah satu
manajemen, mempunyai pengetahuan yang memadai
di bidang usaha perusahaan serta memiliki integritas,
kompetensi dan reputasi yang memadai.
In accordance with BPDPKS Articles of Association, the
appointment of candidates for the Board of Directors
must meet the fit and proper requirements in terms of
understanding the management issues related to the
function of one of the managements, having adequate
knowledge in the Company’s business field, and having
adequate integrity, competence, and reputation.

215
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Pengangkatan dan pemberhentian Direksi dilakukan
oleh Komite Pengarah melalui proses transparan
(Pemegang Saham BPDPKS). Anggota Direksi diangkat
dari calon yang diusulkan Komite Pengarah dan
penealonan tersebut mengikat bagi Komite Pengarah.
Pemberhentian anggota Direksi sepenuhnya
merupakan kewenangan Direksi induk Badan melalui
Komite Pengarah sesuai dengan ketentuan peraturan
perundang-undangan.
Komite Pengarah dapat memberhentikan para
anggota Direksi sewaktu- waktu dengan menyebutkan
alasannya. Pengangkatan dan Pemberhentian Pejabat
Pengelola adalah sebagai berikut:
1. Pejabat Pengelola diangkat dan diberhentikan oleh
Menteri Keuangan;
2. Masa jabatan anggota Pejabat Pengelola ditetapkan
lima tahun dan sesudahnya dapat diangkat kembali
untuk satu kali masa jabatan;
3. Anggota Pejabat Pengelola sewaktu-waktu dapat
diberhentikan sebelum berakhirnya masa jabatan;
4. Anggota Pejabat Pengelola dapat mengundurkan
diri dari jabatan direksi dengan mengirimkan surat
pengunduran diri. Apabila dalam jangka waktu 30
hari sejak tanggal pengunduran diri tersebut, jika
tidak ada jawaban dari Kementerian Keuangan,
berarti persetujuan diri tersebut disetujui.
Program Pengenalan Direksi Baru
Pada tahun 2020 terdapat pergantian Direksi dimana
Direktur Utama dan Direktur Keuangan, Umum,
Kepatuhan dan Manajemen Risiko diganti pada
Maret 2020. Sebagai sarana sharing knowledge
antar pimpinan dan update informasi kepada seluruh
pejabat dan pegawai BPDPKS maka program
pengenalan Direksi baru ini dilakukan dalam bentuk
Focused Group discussion (FGD) pengembangan
kompetensi pegawai BPDPKS dimana materi yang
disampaikan antara lain Penyampaian Tugas dan
Fungsi BPDPKS, pengenalan visi dan misi BPDPKS
serta Pisah sambut pejabat baru dan pejabat yang
akan beralih tugas ketempat yang baru.
Pedoman dan Tata Tertib
Direksi dalam menjalankan tugas dan tanggung
jawabnya mengacu pada Salinan Peraturan Menteri
Keuangan Republik Indonesia No.113/PMK.01/2015
tentang Organisasi dan Tata Kerja Badan Pengelola
Dana Perkebunan Kelapa Sawit tanggal 11 Juni 2015.
216
Profil BPDPKS
BPDPKS Profile
The appointment and dismissal of the Board of Directors
is carried out by the Steering Committee through a
transparent process (BPDPKS Shareholders). Members
of the Board of Directors are appointed from the
candidates proposed by the Steering Committee and
the nomination is binding for the Steering Committee.
Dismissal of members of the Board of Directors is
entirely the authority of the Board of Directors of the
holding company through the Steering Committee in
accordance with the provisions of the legislation.
The Steering Committee may dismiss members of the
Board of Directors at any time by stating the reasons.
The appointment and dismissal of the Managing Officer
is as follows:
1. The Managing Officer is appointed and dismissed
by the Minister of Finance;
2. The term of office of members of the Managing
Officer is set for five years and after that they can
be reappointed for one more term of office;
3. Members of the Managing Officer may be dismissed
at any time before the end of their term of office;
4. Members of the Managing Officer may resign from
the position of the Board of Directors by sending a
letter of resignation. Within 30 days from the date of
resignation, if there is no response from the Ministry
of Finance, it means that the resignation has been
approved.
New Board of Directors
Orientation Program
In 2020, there were changes in the Board of Directors whereas
the President Director and the Director of Finance, General
Affairs, Compliance and Risk Management were replaced
in March 2020. As a means of sharing knowledge between
leaders and updating information to all BPDPKS officials and
employees, the introduction of the new Directors program
was carried out in the form of a Focused Group Discussion
(FGD) of a competency development of BPDPKS employees
in which the materials presented included Submission of
Tasks and Functions of BPDPKS, introduction of BPDPKS
vision and mission, as well as Welcome and Farewell Party to
welcome the new officials and to parting with officials who
will shift to a new place.
Guidelines and Code of Conduct
The Board of Directors in carrying out their duties and
responsibilities refers to the Copy of the Regulation of
the Minister of Finance of the Republic of Indonesia
No. 113/PMK.01/2015 regarding the Organization and
Work Procedures of the Palm Oil Plantation Fund
Management Agency dated June 11, 2015.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Tugas dan Tanggung Jawab Duties and Responsibilities

Tugas dan Tanggung Jawab Direksi berdasarkan
Salinan Peraturan Menteri Keuangan Republik
Indonesia No. 113/PMK.01/2015 tentang Organisasi dan
Tata Kerja Badan Pengelola Dana Perkebunan Kelapa
Sawit tanggal 11 Juni 2015 adalah sebagai berikut:
Duties and Responsibilities of the Board of Directors
based on the Copy of the Regulation of the Minister
of Finance of the Republic of Indonesia No. 113/
PMK.01/2015 regarding the Organization and Work
Procedure of the Fund Management Agency for Palm
Oil Plantation dated June 11, 2015 are as follows:

Melaksanakan dan memastikan pengelolaan Dana Kelapa telah sesuai dengan kebijakan Menteri
Direktur Utama Keuangan dan berdasarkan ketentuan peraturan perundang-undangan.
. President Director Implement and ensure the management of Dana Sawit is in accordance with the policies of the Minister of Finance and
.

based on the provisions of the legislation.

Direktorat Penghimpunan Dana bertanggung jawab untuk mengkoordinasikan penyusunan rencana

Direktorat penggalangan dana peremajaan sawit, penelitian dan pengembangan, promosi perkebunan kelapa
Penghimpunan Dana sawit dan pengembangan fasilitas perkebunan kelapa sawit, minyak dan infrastruktur yang berasal dari
pengumpulan kelapa sawit, organisasi bisnis dan bentuk penghimpunan dana lainnya.
Directorate of Fund
The Directorate of Fund Collection is responsible for coordinating the preparation of fund collection plans for palm oil
.

Collection
.

rejuvenation, research and development, promotion of palm oil plantations and development of palm oil plantation facilities, oil
and infrastructure derived from palm oil collections, business organizations, and other forms of fund collection.

Direktorat Perencanaan Direktorat Perencanaan dan Pengelolaan Dana bertanggung jawab dalam perencanaan kebijakan,
perencanaan strategi bisnis, perencanaan alokasi dana, pengembangan dan pengelolaan alokasi dana
Dan Pengelolaan Dana
dalam instrumen investasi.
Directorate of Fun Planning
.

The Directorate of Fund Planning and Management is responsible for policy planning, business strategy planning, fund
and Management
.

allocation planning, development and management of fund allocation in investment instruments.

Direktorat Keuangan,
Umum, Kepatuhan Dan
Manajemen Risiko
Directorate of Finance,
.
Direktorat Keuangan, Umum, Kepatuhan dan Manajemen Risiko melaksanakan koordinasi penyusunan
rencana strategis dan rencana bisnis anggaran tahunan, rencana kerja dan anggaran satuan kerja,
pengelolaan anggaran, akuntansi, dan pelaporan, penyelesaian transaksi (settlement), pengelolaan
sumber daya manusia, urusan umum, pengelolaan risiko organisasi dan kepatuhan terhadap ketentuan

peraturan perundang-undangan.
General Affairs, Compliance The Directorate of Finance, General Affairs, Compliance and Risk Management coordinates the preparation of strategic
.

and Risk Management plans and annual budget business plans, work plans and work unit budgets, budget management, accounting and
reporting, settlement of transactions, human resource management, general affairs, management organizational risk, and
compliance with statutory provisions.
.

Direktorat Penyaluran Dana mempunyai tugas melaksanakan koordinasi penyusunan rencana

penyaluran Dana, verifikasi dan penilaian atas proposal pengembangan komoditas kelapa sawit
Direktorat Penyaluran dan penyaluran Dana untuk pembiayaan pengembangan, monitoring dan evaluasi atas pelaksanaan
Dana penyaluran Dana, serta melakukan fungsi kustodian atas Dana termasuk pencatatan, pengawasan dan
pelaporan atas penyimpanan Dana.
Directorate of Fund
The Directorate of Funds Disbursement has the task of coordinating the preparation of the Fund distribution plan,
.

Disbursement
.

verification and assessment of proposals for the development of palm oil commodities and the distribution of Funds for
financing development, monitoring and evaluation of the implementation of Fund distribution, as well as performing
custodial functions over Funds including recording, monitoring, and reporting on fund deposits.

Direktorat Kemitraan bertanggungjawab atas penyusunan rencana pengelolaan kemitraan dengan

Direktorat Kemitraan
Directorate of Partnership
.
Usaha Kecil Menengah dan Koperasi perusahaan, Lembaga Kemasyarakatan, dan civil society untuk
pengembangan kelapa sawit berkelanjutan.
The Directorate of Partnerships is responsible for the preparation of partnership management plans with Small and

Medium Enterprises and corporate cooperatives, Social Institutions, and civil society for sustainable palm oil development.

Pembagian Tugas Direksi Division of Duties of the Board of Directors

Direksi BPDPKS bertanggung jawab penuh atas
pengurusan BPDPKS untuk kepentingan dan tujuan
BPDPKS. Direksi bertanggung jawab kepada Menteri
Keuangan sebagai perwujudan akuntabilitas
pengelolaan BPDPKS sesuai dengan prinsip-prinsip
tata kelola BPDPKS. Dalam menjalankan tugas dan
tanggung jawabnya, Direksi mempunyai tugas dan
tanggung jawab yang jelas sesuai dengan fungsinya
masing-masing. Berikut merupakan tugas khusus
masing masing Anggota Direksi BPDPKS:
BPDPKS Board of Directors is fully responsible for the
management of BPDPKS for the interests and objectives
of BPDPKS. The Board of Directors is responsible
to the Minister of Finance as a manifestation of the
accountability of BPDPKS management in accordance
with the principles of BPDPKS governance. In carrying
out their duties and responsibilities, the Board of
Directors has clear duties and responsibilities in
accordance with their respective functions. The
following are the specific duties of each Member of the
Board of Directors of BPDPKS:

217
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Jabatan
. Position
Direktur Utama
. President Director
Direktorat Penghimpunan
. Dana Directorate of Fund Collection
Direktorat Perencanaan dan
Pengelolaan Dana
Directorate of Fun Planning and
. RBA tahunan;
Management
. 4. Pengembangan dan penempatan dana yang dikelola dan pendapatan pada instrumen investasi;
Direktorat Keuangan, Umum,
Kepatuhan dan Manajemen
Risiko
Directorate of Finance, General
. 3. Penyusunan sistem dan manual akuntansi, laporan keuangan dan kinerja, serta akuntansi atas
Affairs, Compliance and Risk
Management
218
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
Ruang Lingkup Tugas
. Job Description
1. Penyusunan rencana strategis bisnis, Rencana Bisnis dan Anggaran, serta Rencana Kerja dan
Anggaran Satuan Kerja;
2. Penghimpunan Dana termasuk rencana dan strategi pemungutan biaya dan pengembangan
dana;
3. Pengelolaan dana yang meliputi penempatan/investasi dana;
4. Perencanaan dan penyaluran dana ;
5. Penyusunan dan pelaksanaan anggaran, akuntansi, dan penyelesaian transaksi (settlement) ,
serta pelaporan;
6. Pengendalian intern dan penerapan manajemen risiko dengan prinsip kehati-hatian terhadap
pelaksanaan tugas BPDPKS.
1. Preparation of strategic business plans, Business Plans and Budgets, as well as Work Plans and Budgets of the
Work Units;
2. Fund collection including plans and strategies for collecting fees and developing funds;
3. Fund management which includes fund placement/investment;
4. Fund Planning and distribution;
5. Preparation and implementation of the budget, accounting, and settlement of transactions, as well as reporting;
6. Internal control and implementation of risk management with the principle of prudence on the implementation
of BPDPKS duties.
1. Penyiapan bahan dan koordinasi untuk penyusunan rencana penghimpunan dana untuk
kegiatan perkebunan kelapa sawit;
2. Pelaksanaan penghimpunan biaya dan iuran pelaku usaha perkebunan kelapa sawit dan
turunannya;
3. Pelaksanaan penghimpunan dana lainnya;
4. Pelaksanaan monitoring dan evaluasi atas penghimpunan dana untuk kegiatan perkebunan
kelapa sawit;
5. Pelaporan realisasi penghimpunan dana untuk kegiatan perkebunan kelapa sawit.
1. Preparation of materials and coordination for the drafting of a plan to raise funds for palm oil plantation
activities;
2. Implementation of fee collection and contributions for palm oil plantation business actors and their derivatives;
3. Implementation of other fund collection;
4. Implementation of monitoring and evaluation of the implementation of fundraising for oil palm plantation
activities;
5. Reporting on the realization of fund collection for palm oil plantation activities.
1. Perumusan Kebijakan rencana usaha berupa rencana strategis bisnis;
2. Penyiapan bahan penyusunan alokasi dan rencana bisnis tahunan sebagai bahan penyusunan
3. Pengembangan rencana pengalokasian dana;
5. Pengelolaan kerjasama pengelolaan dana;
6. Penyusunan rencana penyaluran dana terkait biodiesel, peremajaan, pengembangan sumber
daya manusia kelapa sawit, penelitian dan pengembangan, promosi, sarana dan prasarana;
7. Pengelolaan riset, data, dan informasi.
1. Formulation of business plan policies in the form of business strategic plans;
2. Preparation of materials for the drafting of annual business plans and allocations as materials for the
preparation of the annual RBA;
3. Development of a fund allocation plan;
4. Development and placement of managed funds and income in investment instruments;
5. Management of fund management cooperation;
6. Formulation of plan for fund disbursement related to biodiesel, rejuvenation, human resource development for
palm oil, research and development, promotion, facilities and infrastructure;
7. Management of research, data, and information.
1. Penyusunan rencana strategis, rencana bisnis dan anggaran (RBA) tahunan, rencana kerja dan
anggaran;
2. Pengelolaan Anggaran dan Keuangan;
setiap transaksi
4. Pelaksanaan settlement;
5. Perencanaan, pengembangan dan pengelolaan sumber daya manusia;
6. Pelaksanaan urusan umum dan kerumahtanggaan;
7. Pengelolaan risiko dan kepatuhan internal.
1. Preparation of strategic plan, annual business plan and budget (RBA), work plan and budget;
2. Budget and Financial Management;
3. Preparation of accounting systems and manuals, financial and performance reports, and accounting for each
transaction
4. Implementation of settlements;
5. Planning, development and management of human resources;
6. Implementation of general and household affairs;
7. Risk management and internal compliance.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Jabatan Ruang Lingkup Tugas

. Position . Job Description

Direktorat Penyaluran Dana
. Directorate of Fund Disbursement
1. Penyiapan bahan dan koordinasi untuk penyusunan rencana penyaluran pengembangan kelapa
sawit berkelanjutan;
2. Pelaksanaan verifikasi dan penilaian atas proposal kegiatan kelapa sawit dan penyaluran untuk
kegiatan pengembangan kelapa sawit;
3. Pelaksanaan kegiatan penyaluran dana kegiatan biodiesel, peremajaan, pengembangan sumber
daya manusia, penelitian dan pengembangan, promosi, sarana dan prasarana;
4. Pelaksanaan monitoring dan evaluasi atas penyaluran dana pengembangan kelapa sawit
berkelanjutan;
5. Pelaporan realisasi penyaluran dana pengembangan kelapa sawit berkelanjutan.

1. Preparation of materials and coordination for the drafting of distribution plan for sustainable palm oil
development;
2. Implementation of verification and assessment of proposals for palm oil activities and distribution for palm oil
development activities;
3. Implementation of the distribution of funds for biodiesel activities, rejuvenation, human resource development,
research and development, promotion, facilities and infrastructure;
4. Implementation of monitoring and evaluation of fund distribution for sustainable palm oil development;
5. Reporting on the realization of the distribution of funds for sustainable palm oil development.

Direktorat Kemitraan 1. Penyiapan bahan koordinasi untuk penyusunan rencana kemitraan;

. Directorate of Partnership
2. Pelaksanaan identifikasi kemitraan kegiatan pengembangan kelapa sawit;
3. Pelaksanaan kegiatan kemitraan dengan Usaha Kecil, Menengah dan Koperasi, Perusahaan,
Lembaga, Kemasyarakatan, dan civil society;
4. Pelaksanaan monitoring dan evaluasi atas kemitraan kelapa sawit berkelanjutan;
5. Pelaporan realisasi kemitraan kelapa sawit berkelanjutan.

1. Preparation of coordination materials for the drafting of the partnership plan;

2. Implementation of identification of partnerships for palm oil development activities;
3. Implementation of partnership activities with Small, Medium Enterprises and Cooperatives, Companies,
Institutions, Society, and civil society;
4. Implementation of monitoring and evaluation of sustainable palm oil partnerships;
5. Reporting on the realization of sustainable palm oil partnerships.

Independensi Direksi Independence of the Board of

Dalam menjalankan tugas dan tanggung jawabnya,
setiap anggota Direksi bertindak secara independen
dalam melaksanakan fungsi dan tugasnya baik secara
individual maupun kolegial. Selama tahun 2020 seluruh
anggota Direksi tidak merangkap jabatan yang dilarang
oleh peraturan perundang- undangan yang berlaku
tentang pelaksanaan Good Governance. Pernyataan
tidak memiliki benturan kepentingan ditandatangani
pada awal pengangkatan sebagai Direktur dan
diperbaharui setiap awal tahun sebagai pernyataan
bahwa anggota Direksi maupun keluarganya tidak
mempunyai kepemilikan saham maupun menjadi
pengurus pada perusahaan maupun kegiatan usaha
yang berkaitan baik secara langsung maupun tidak
langsung dengan bidang usaha BPDPKS.
Directors
In carrying out their function and duties, each member
of the Board of Directors acts independently, both
individually and collectively. Throughout 2020, all
members of the Board of Directors do not hold concurrent
positions which are prohibited by the applicable laws
and regulations regarding the implementation of Good
Governance. The Statement of not having conflict of
interest signed at the beginning of appointment as
Director and updated at the beginning of each year as
a statement that neither the members of the Board of
Directors nor their families have share ownership nor
are managers in the Company, or business activities
that are directly or indirectly related to the BPDPKS line
of business.

Rapat Direksi Board of Directors Meetings

Sepanjang tahun 2020, Direksi telah melaksanakan During 2020, the Board of Directors has held as many as 12
rapat sebanyak 12 (dua belas) kali. Berikut adalah (twelve) time. The following is the frequency and attendance
frekuensi dan kehadiran Rapat Direksi sepanjang 2020: of Board of Directors Meetings throughout 2020:

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Kehadiran pada Rapat Direksi 2020

. Attendance at the Board of Directors Meeting 2020
Nama Inisial Jabatan Periode Jumlah Rapat Kehadiran Rapat % Kehadiran
. Name . Initial . Position . Period Numbers of Meeting
. Meeting Attendance
. . % Attendance
Eddy EA Direktur Utama 2020 12 16-35 Orang | 100%
Abdurrachman . President Director People

Zaid Burhan ZB Direktur Keuangan, Umum, 2020 12 16-35 Orang | 100%

Ibrahim Kepatuhan dan Manajemen Risiko People
Director of Finance, General Affairs,
.

Compliance and Risk Management

Kabul KW Direktur Perencanaan dan 2020 12 16-35 Orang | 100%

Wijayanto Pengelolaan Dana* People
Director of Planning and Fund
.

Management*

Sunari S Direktur Penghimpunan Dana 2020 12 16-35 Orang | 100%

. Director of Fund Collection People

Edi Wibowo S Direktur Penyaluran Dana 2020 12 16-35 Orang | 100%

. Director of Fund Disbursement People

Agenda rapat Direksi adalah sebagai berikut: The agenda for the Board of Directors meeting is as
follows:

Agenda Rapat Direksi 2020

. The Board of Directors Meeting Agenda
Tanggal Rapat Agenda Rapat Peserta Rapat
. Date . Meeting Agenda . Meeting Participants
28 Januari | January Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
27 Februari | February Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
18 Maret | March Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
30 Maret | March Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
23 April | April Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
28 Mei | May Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
23 Juni | June Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
21 Juli | July Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
12 Agustus | August Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
14 Oktober | October Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 16 Orang | People
18 November | November Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 35 Orang | People
19 November | November Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 20 Orang | People
18 Desember | December Rapat Gabungan Dewas & Direksi BPDPKS | Joint Meeting of BPDPKS Boards & Directors 21 Orang | People

Pelatihan dan Pengembangan Training and Competency

Kompetensi
Sepanjang tahun 2020 anggota Direksi telah mengikuti
pengembangan kompetensi melalui kegiatan pelatihan,
seminar ataupun workshop. Informasi detail terkait hal
tersebut terdapat pada bab Profil Perusahaan dalam
Laporan Tahunan ini.
Development
Throughout 2020, members of the Board of Directors
have participated in competency development through
training activities, seminars, or workshops. The detailed
information regarding this can be found in the Company
Profile chapter in this Annual Report.

Penilaian Kinerja Komite di bawah Performance Assessment of

Direksi
Sampai dengan tahun 2020, BPDPKS belum memiliki
Komite di bawah Direksi sehingga tidak terdapat
informasi mengenai Penilaian atas kinerja Komite di
bawah Direksi termasuk landasan penilaian Komite di
bawah Direksi.
Committees under the Board of Directors
Up until 2020, BPDPKS does not yet have a Committee
under the Board of Directors, so there is no information
regarding the evaluation of the performance of the
Committees under the Board of Directors, including the
basis for the evaluation of it.

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Rapat Gabungan Dewan Pengawas dan Direksi

Joint Meeting of Supervisory Board and Board of Directors
Keputusan Rapat Dewan Pengawas baik yang internal
maupun gabungan diambil berdasarkan musyawarah
untuk mufakat. Dalam hal keputusan musyawarah
mufakat tidak tercapai maka keputusan diambil
berdasarkan pemungutan suara setuju terbanyak,
atau Dewan Pengawas dapat juga mengambil
keputusan yang sah dan mengikat tanpa mengadakan
rapat, dengan ketentuan bahwa seluruh anggota
Dewan Pengawas telah disetujui secara tertulis dan
ditandatangani oleh seluruh anggota Dewan Pengawas.
The decisions of the Supervisory Board Meetings,
both internal and joint, are taken based on deliberation
to reach consensus. In the event that a consensus
deliberation decision is not reached, the decision is
taken based on a majority vote of approval, or the
Supervisory Board may also make valid and binding
decisions without holding a meeting, provided that all
members of the Supervisory Board have been approved
in writing and signed by all members of the Supervisory
Board.

Sepanjang tahun 2020, Dewan Pengawas telah
mengadakan rapat gabungan Bersama Direksi
sebanyak 12 (dua belas) kali rapat dengan rincian
kehadiran masing-masing anggota dewan pengawas
dan Direksi sebagai berikut:
Throughout 2020, the Supervisory Board has held
joint meetings with the Board of Directors as many as
12 (twelve) meetings with details of the attendance of
each member of the supervisory board and directors as
follows:

Nama Jabatan Jumlah Rapat Kehadiran Persentase Kehadiran (%)

. Name . Position . Numbers of Meeting . Attendance . Percentage of Attendance (%)

Dewan Pengawas | Supervisory Board

Evita H Legowo Ketua Dewan Pengawas 6 6 100

. Chairperson of Supervisory Board

Musdhalifah Machmud Anggota Dewan Pengawas 6 6 100

. Member of Supervisory Board

Heru Pambudi Anggota Dewan Pengawas 6 5 83

. Member of Supervisory Board .

Kasdi Subagyono Anggota Dewan Pengawas 6 5 83

. Member of Supervisory Board .

Dadan Kusdiana Anggota Dewan Pengawas 6 6 100

. Member of Supervisory Board .

Indrasari Wisnu Wardhana Anggota Dewan Pengawas 6 5 83

. Member of Supervisory Board .

Abdul Rochim Anggota Dewan Pengawas 6 6 100

. Member of Supervisory Board .

Taufik Mappaenre Anggota Dewan Pengawas 6 5 83

. Member of Supervisory Board

Joko Supriyono Anggota Dewan Pengawas 6 5 83

. Member of Supervisory Board

Direksi | Board of Directors

Eddy Abdurrachman Direktur Utama 13 16-35 100

. President Director

Zaid Burhan Ibrahim Direktur Keuangan, Umum, 13 16-35 100

Kepatuhan dan Manajemen Risiko
Director of Finance, General Affairs,
.

Compliance and Risk Management

Kabul Wijayanto Direktur Perencanaan dan 13 16-35 100

Pengelolaan Dana*
Director of Fund Planning and
.

Management*

Sunari Direktur Penghimpunan Dana 13 16-35 100

. Director of Fund Collection

Edi Wibowo Direktur Penyaluran Dana 13 16-35 100

. Director of Fund Disbursement

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Adapun agenda rapat gabungan yang dilaksanakan The agenda for joint meetings which held throughout
sepanjang tahun 2020 adalah sebagai berikut: 2020 are as follows:

Agenda Rapat gabungan Tahun 2020

. Joint Meeting Agenda 2020

Tanggal Agenda Rapat Peserta

No
. Date . Meeting Agenda . Participant

1 28 Januari 2020 | January 28, 2020 UND-02/BPDP-S/DP-1/I/2020 16

2 27 Februari 2020 | February 27, 2020 UND-06/BPDP-S/DP-1/I/2020 16

3 18 Maret 2020 | March 8, 2020 UND-11/BPDP-S/DP-1/III/2020 16

4 30 Maret 2020 | March 30, 2020 UND-12/BPDP-S/DP-1/III/2020 16

5 23 April 2020 | April 23, 2020 UND-13/BPDP-S/DP-1/III/2020 16

6 28 Mei 2020 | May 28, 2020 UND-14/BPDP-S/DP-1/IV/2020 16

7 23 Juni 2020 | June 23, 2020 UND-15/BPDP-S/DP-1/V/2020 16

8 21 Juli 2020 | July 21, 2020 UND-17/BPDP-S/DP-1/VII/2020 16

9 12 Agustus 2020 | August 12, 2020 UND- 16

10 14 Oktober 2020 | October 14, 2020 UND- 16

11 18 November 2020 | November 18, 2020 UND-18/BPDPKS/DP/11/XI/2020 35

12 19 November 2020 | November 19, 2020 UND-2002/DPKS/2020 20

13 18 Desember 2020 | December 18, 2020 UND- 21

Hubungan Afiliasi
Affiliate Relationship
Hubungan afiliasi Dewan Pengawas dilihat dari sifat
hubungan keluarga, keuangan, kepemilikan saham dan
kepengurusan di Badan lain (rangkap jabatan) yang
menimbulkan benturan kepentingan.
The affiliation relationship of the Supervisory Board
is seen from the nature of family relationships,
financial, share ownership and management in other
organizations (concurrent positions) that cause
conflicts of interest.

Di bawah ini disajikan matriks transparansi hubungan Below is the transparency matrix of the affiliation
afiliasi antara Dewan Pengawas, Direksi, serta Komite relationship between the Supervisory Board, the Board
Pengarah di tahun 2020: of Directors, and Steering Committee in 2020:

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Hubungan Afiliasi Dewan Pengawas dan Direksi

. The Affiliation Relationship of the Supervisory Board and the Board of Directors

Hubungan Keuangan Dengan Hubungan Keluarga Dengan

Financial Relationship With Family Relationship With
Kepemilikan
. .

Nama Jabatan Dewan Komite Dewan Komite

Direksi Direksi Saham
Name Position Pengawas Pengarah Pengawas Pengarah
Board of Board of Shareholding
. .

Supervisory Steering Supervisory Steering

.

. .

Directors Directors
. . . .

Board Committee Board Committee

Evita H Ketua Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Legowo Pengawas | No | No
Chairperson of
.

Supervisory Board

Musdhalifah Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Machmud Pengawas | No | No
Member of Supervisory
.

Board

Heru Pambudi Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Pengawas | No | No
Member of Supervisory
.

Board

Kasdi Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Subagyono Pengawas | No | No
Member of Supervisory
.

Board

Dadan Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Kusdiana Pengawas | No | No
Member of Supervisory
.

Board

Indrasari Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Wisnu Pengawas | No | No
Wardhana Member of Supervisory
.

Board

Abdul Rochim Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Pengawas | No | No
Member of Supervisory
.

Board

Taufik Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Mappaenre Pengawas | No | No
Member of Supervisory
.

Board

Joko Supriyono Anggota Dewan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Pengawas | No | No
Member of Supervisory
.

Board

Eddy Direktur Utama Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Abdurrachman President Director
. | No | No

Zaid Burhan Direktur Keuangan, Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Ibrahim Umum, Kepatuhan | No | No
dan Manajemen Risiko
Director of Finance,
.

General Affairs,
Compliance and Risk
Management

Kabul Direktur Perencanaan Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Wijayanto dan Pengelolaan | No | No
Dana*
Director of Fund Planning
.

and Management*

Sunari Direktur Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No

Penghimpunan Dana | No | No
Director of Fund
.

Collection

Edi Wibowo Direktur Penyaluran Tidak | No Tidak Tidak | No Tidak | No Tidak Tidak | No Tidak | No
Dana | No | No
Director of Fund
.

Disbursement

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Keberagaman Komposisi Dewan Pengawas dan Direksi

Diversity in the Composition of the Supervisory Board and the Board of Directors
Dalam rangka mendapatkan komposisi Dewan
Pengawas dan Direksi yang optimal, BPDPKS
menentukan komposisi Dewan Pengawas senantiasa
memperhatikan keberagaman masing- masing Dewan
Pengawas maupun Direksi dengan aspek pengetahuan,
usia, jenis kelamin, pendidikan dan pengalaman yang
sesuai dengan kebutuhan BPDPKS. Komposisi Dewan
Pengawas dan Direksi yang beragam diharapkan
dapat memberikan alternatif pemecahan masalah
dan mendorong pengambilan keputusan yang lebih
objektif dan komprehensif.
In order to obtain an optimal composition of the
Supervisory Board and the Board of Directors, BPDPKS
determines the composition of the Supervisory
Board to always pay attention to the diversity of each
Supervisory Board and Board of Directors with aspects
of knowledge, age, gender, education and experience
in accordance with the needs of BPDPKS. The diverse
composition of the Supervisory Board and the Board of
Directors is expected to provide alternative solutions
to problems and encourage more objective and
comprehensive decision making.

Keberagaman Komposisi Dewan Pengawas dan Direksi

. Diversity in the Composition of the Supervisory Board and the Board of Directors

Nama Jabatan Jenis Kelamin Pendidikan Pengalaman Kerja Sebelumnya

. Name . Position . Gender Education Previous Work Experience
Dewan Pengawas
. Supervisory Board

Evita H Ketua Dewan Perempuan • S1 Kimia, ITB • Kepala Puslitbang Teknologi Minyak dan
Legowo Pengawas . Woman • Doktor Ilmu Teknik, Gas Bumi "LEMIGAS"
Chairperson of the
. Technical University of • Staff Ahli Menteri Energi dan Sumber Daya
Supervisory Board Clausthal Jerman Mineral, bidang SDM dan Teknologi
• Bachelor's Degree in • Direktur Jenderal Minyak dan Gas Bumi
Chemistry, ITB • Anggota Dewan Komisaris PT Pertamina
• Doctor’s Degree of (Persero)
Engineering Sciences,
• Dewan Pengawas of Indonesian Petroleum
Technical University of
Clausthal Germany
Association
• Head of Research and Development Center for Oil
and Gas Technology “LEMIGAS”
• Expert Staff of the Minister of Energy and Mineral
Resources, Human Resources and Technology
• Director General of Oil and Gas
• Member of the Board of Commissioners of PT
Pertamina (Persero)
• Supervisory Board of Indonesian Petroleum
Association

Musdhalifah Anggota Dewan Perempuan • S1 Manajemen Hutan,
Machmud Pengawas . Woman IPB
Member of the
. • Diploma of Monitoring
Supervisory Board Indonesian Environment
di International Institute
for Aerospace Survey
and Earth Science (ITC)
• S2 Studi Pembangunan,
ITB
• Doktor Manajemen
Bisnis, IPB
• Bachelor's Degree in Forest
Management
• Diploma of Monitoring
Indonesian Environment at
International Institute for
Aerospace Survey and Earth
Science (ITC)
• Master’s Degree in
Development Studies, ITB
• Doctor’s Degree in Business
Management, IPB
• Kepala Bidang Pemanfaatan SDA
Kehutanan
• Plt. Asisten Deputi Urusan Pertanian dan
Kelautan
• Plt. Asisten Deputi Urusan Perkebunan dan
Hortikultura
• Deputi Bidang Koordinasi Pangan dan
Agribisnis
• Head of Forestry Natural Resources Utilization
• Acting Assistant Deputy for Agriculture and
Maritime Affairs
• Acting. Assistant Deputy for Plantation and
Horticulture
• Deputy for Food and Agribusiness Coordination

Heru Pambudi Anggota Dewan Laki-Laki • D3 STAN • Direktur Penerimaan dan Peraturan
Pengawas . Man • S2 University of Kepabeanan dan Cukai
Member of the
. Newcastle, Upon Tyne • Direktur Jenderal Bea dan Cukai
Supervisory Board • D3 STAN • Sekretaris Jenderal Kementerian Keuangan
• Master’s Degree University of • Director of Customs and Excise Receipts and
Newcastle, Upon Tyne Regulations
• General Director of Customs and Excise
• Secretary General of the Ministry of Finance

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Keberagaman Komposisi Dewan Pengawas dan Direksi

. Diversity in the Composition of the Supervisory Board and the Board of Directors

Nama Jabatan Jenis Kelamin Pendidikan Pengalaman Kerja Sebelumnya

. Name . Position . Gender Education Previous Work Experience
Kasdi Anggota Dewan Laki-Laki • S1 Ilmu Tanah, • Direktur Balai Penelitian Agroklimat dan
Subagyono Pengawas . Man Universitas Brawijaya Hidrologi Indonesia (IAHRI), Bogor
Member of the
. • S2 Ilmu Tanah, Grent • Direktur Balai Pengkajian Teknologi
Supervisory Board University, Belgia Pertanian Jawa Barat (BPTP Jawa Barat),
• Doktor Geosains Lembang-Bandung
(Hidrologi), Takuba • Sekretaris Badan Penelitian dan
University, Jepang Pengembangan Pertanian
• Bachelor’s Degree in Soil • Direktur Biro Perencanaan
Science of Universitas • Direktur Jenderal Perkebunan
Brawijaya • Sekretaris Jenderal, Kementerian Pertanian
• Master’s Degree in Soil • Director of the Indonesian Agroclimate and
Science of Grent University, Hydrological Research Institute (IAHRI), Bogor
Belgium • Director of the West Java Agricultural Technology
• Doctor’s Degree in Study Center (BPTP West Java), Lembang-Bandung
Geoscience (Hydrology), • Secretary of the Agricultural Research and
Takuba University, Japan Development Agency
• Director of Planning Bureau
• Director General of Plantations
• Secretary General, Ministry of Agriculture

Dadan Anggota Dewan Laki-Laki • S1 Mekanisasi Pertanian, • Direktur Bioenergi

Kusdiana Pengawas . Man IPB
Member of the
. • S2 Ilmu Energi,
Supervisory Board Universitas Kyoto,
Jepang
• Doktor Ilmu Energi dan
Lingkungan, Universitas
Kyoto, Jepang
• Bachelor’s Degree in
Agricultural Mechanization,
IPB
• Master’s Degree in Energy
Science, University of Tokyo,
Japan
• Doctor’s Degree in Energy
and Environmental Science,
University of Tokyo, Japan
• Kepala Pusat Komunikasi Publik KESDM
• Direktur Badan Pengelola Dana Perkebunan
Kelapa Sawit (BPDPKS)
• Staf Ahli Menteri ESDM Bidang Ekonomi
dan Sumber Daya Alam
• Kepala Badan Litbang
• Direktur Jenderal Energi Baru Terbarukan
dan Konservasi Energi
• Director of Bioenergy, Head of Public
Communication Center of MEMR
• Director of the Palm Oil Plantation Fund
Management Agency (BPDPKS)
• Expert Staff to the Minister of Energy and Mineral
Resources for Economics and Natural Resources
• Head of R&D Agency
• Director General of New Renewable Energy and
Energy Conservation

Indrasari Anggota Dewan Laki-Laki • S1 Teknik Komputer, • Direktur Impor Kementerian Perdagangan
Wisnu Pengawas . Man STMIK Gunadarma • Kepala Badan Pengawas Perdagangan
Wardhana Member of the
. • S2 Ilmu Administrasi, Berjangka Komoditi
Supervisory Board Universitas Indonesia • Direktur Jenderal Perdagangan Luar Negeri
• Bachelor’s Degree in • Staf Ahli Bidang Iklim Usaha dan Hubungan
Computer Engineering, Antar Lembaga
STMIK Gunadarma • Kepala Badan Pengawas Perdagangan
• Master’s Degree in
Berjangka Komoditi
Administration Science,
• Director of Import of the Ministry of Trade
Universitas Indonesia
• Head of the Commodity Futures Trading
Supervisory Agency
• Director General of Foreign Trade
• Expert Staff for Business Climate and Inter-Agency
Relations
• Head of the Commodity Futures Trading
Supervisory Agency

Abdul Rochim Anggota Dewan Laki-Laki • S1 Teknik, Universitas • Sekretaris Ditjen Industri Agro
Pengawas . Man Indonesia • Direktur Industri Makanan, Hasil Laut dan
Member of the
. • S2 Sains, Universitas Perikanan
Supervisory Board Indonesia • Direktur Industri Minuman, Hasil Tembakau
• Bachelor’s Degree in dan Bahan Penyegar
Engineering, Universitas • Secretary of the Directorate General of Agro
Indonesia Industry
• Master’s Degree in Science, • Director of Food, Seafood and Fisheries Industry
Universitas Indonesia • Director of Beverage, Tobacco Products and
Refreshment Industry

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Keberagaman Komposisi Dewan Pengawas dan Direksi

. Diversity in the Composition of the Supervisory Board and the Board of Directors

Nama Jabatan Jenis Kelamin Pendidikan Pengalaman Kerja Sebelumnya

. Name . Position . Gender Education Previous Work Experience
Taufik Anggota Dewan Laki-Laki • S1 Hukum, Universitas • Staf pemasaran pada PT Coca Cola
Mappaenre Pengawas . Man Trisakti Indonesia
Member of the
. • LL.M, Harvard Law • Kepala Bagian pada Biro Hukum dan
Supervisory Board School, Amerika Serikat Perundang-undangan, Setkab/Setneg
• Juridical Doctor, Leiden • Kepala Divisi Hukum AMI dan Deputi
University, Belanda Ketua pada Badan Penyehatan Perbankan
• Bachelor’s Degree in Law, Nasional
Universitas University • Konsultan Hukum Senior pada Sekretariat
• LL.M, Harvard Law School, Tim Nasional Peningkatan Ekspor dan
United States
Peningkatan Investasi RI
• Juridical Doctor, Leiden
University, Netherlands
• Wakil Ketua pada Komite Pengamanan
Perdagangan Indonesia, Kementerian
Perdagangan RI
• Tenaga Ahli Bidang Hukum pada Menteri
Perumahan Rakyat RI
• Staf Khusus Bidang Hukum dan Legislasi
pada Menteri Pariwisata dan Ekonomi
Kreatif RI
• Tenaga Ahli Bidang Hukum dan Kebijakan
Pemerintah pada Menteri Perindustrian RI
• Penasehat Senior pada Kantor Konsultan
Hukum AZP
• Partner pada MRP Law Office
• Pendiri dan Managing Partner pada TMP
Legal Consultant
• Pendiri MyKonsul Marketplace Platform
• Tim Asistensi Menteri Koordinator Bidang
Perekonomian RI
• Marketing staff at PT Coca Cola Indonesia
• Head of Section at Bureau of Law and Legislation,
Secretariat of Regency/Setneg
• Head of AMI's Legal Division and Deputy Chair of
the National Bank Restructuring Agency
• Senior Legal Consultant at the Secretariat of
the National Team for Increasing Exports and
Increasing Investment of the Republic of Indonesia
• Deputy Chairperson of the Indonesian Trade
Security Committee, Ministry of Trade of the
Republic of Indonesia
• Legal Expert at the Minister of Public Housing of
the Republic of Indonesia; Special Staff for Law
and Legislation at the Minister of Tourism and
Creative Economy of the Republic of Indonesia
• Expert in Law and Government Policy at the
Minister of Industry of the Republic of Indonesia
• Senior Advisor at AZP Legal Consulting Firm
• Partner in MRP Law Office
• Founder and Managing Partner of TMP Legal
Consultant
• Founder of MyKonsul Marketplace Platform
• Assistant Team for the Coordinating Minister for
Economic Affairs of the Republic of Indonesia

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Keberagaman Komposisi Dewan Pengawas dan Direksi

. Diversity in the Composition of the Supervisory Board and the Board of Directors

Nama Jabatan Jenis Kelamin Pendidikan Pengalaman Kerja Sebelumnya

. Name . Position . Gender Education Previous Work Experience
Joko Supriyono Anggota Dewan Laki-Laki • S1 Pertanian, Universitas • Asisten Afdeling di PT Perkebunan II, Medan
Pengawas . Man Gadjah Mada, • Tenaga Instruktur Di PT Wahana Kendali
Member of the
. Yogyakarta Mutu, Jakarta
Supervisory Board • Bachelor’s Degree in • Departemen Head-Human Resources di PT
Agriculture, Universitas Astra Agro Lestari Tbk
Gadjah Mada, Yogyakarta • Division Head - Human Resources di PT
Astra Agro Lestari Tbk
• Area Director - Riau Region di PT Astra Agro
Lestari Tbk
• Deputy Director - Operation di PT Astra Agro
Lestari Tbk
• Director - Human Resources di PT Astra
Agro Lestari Tbk
• Director- Env & Social Responsibility di PT
Astra Agro Lestari Tbk
• Director in charge of Sustainability and
Public Relation, President Director of
Sumatera Operation di PT Astra Agro
Lestari Tbk
• Director in charge of Sustainability and
Public Relation, President Commissioner
of Sumatera Operation di PT Astra Agro
Lestari Tbk
• Assistant Afdeling at PT Perkebunan II, Medan
• Instructors at PT Wahana Kendali Quality, Jakarta
• Head-Human Resources Department at PT Astra
Agro Lestari Tbk
• Division Head - Human Resources at PT Astra Agro
Lestari Tbk
• Area Director - Riau Region at PT Astra Agro Lestari
Tbk
• Deputy Director - Operation at PT Astra Agro
Lestari Tbk
• Director - Human Resources at PT Astra Agro
Lestari Tbk
• Director- Env & Social Responsibility at PT Astra
Agro Lestari Tbk
• Director in charge of Sustainability and Public
Relations, President Director of Sumatra Operations
at PT Astra Agro Lestari Tbk
• Director in charge of Sustainability and Public
Relations, President Commissioner of Sumatra
Operations at PT Astra Agro Lestari Tbk

Direksi
. Board of Directors

Eddy Direktur Utama Laki-Laki • S1 Ilmu Keuangan,
Abdurrachman . President Director . Man Institut Ilmu Keuangan
Jakarta
• Kursus Reguler Lembaga
Ketahanan Nasional
(Lemhanas) KRA XXX11
• Bachelor’s Degree in Finance,
Institut Ilmu Keuangan
Jakarta
• Regular Course of the
National Resilience Institute
(Lemhanas) KRA XXX11
• Direktur Jenderal Bea dan Cukai
Departemen Keuangan RI
• Staf Ahli Menteri Keuangan Bidang
Hubungan Ekonomi Keuangan Internasional,
Departemen Keuangan
• Sekretaris Menteri Koordinator Bidang
Perekonomian
• Director General of Customs and Excise, Ministry of
Finance of the Republic of Indonesia
• Expert Staff to the Minister of Finance for
International Financial Economic Relations,
Ministry of Finance
• Secretary to the Coordinating Minister for
Economic Affairs

Zaid Burhan Direktur Laki-Laki • S1 Ekonomi Universitas • Kepala KPPN Tipe A1 Medan
Ibrahim Keuangan, . Man Lampung • Kepala KPPN Jakarta IV
Umum, • S2 Regional Planning, • Kepala Kantor Wilayah Direktorat Jenderal
Kepatuhan dan ITB Perbendaharaan Provinsi Aceh
Manajemen • Bachelor’s Degree in • Direktur Keuangan, Umum, Kepatuhan dan
Risiko Economics, Universitas Manajemen Risiko
Director of Finance, Lampung • Head of KPPN Type A1 Medan
• Master's Degree in Regional • Head of KPPN Jakarta IV
.

General Affairs,
Compliance and Planning, ITB • Head of Regional Office of the Directorate General
Risk Management of Treasury of Aceh Province
• Director of Finance, General Affairs, Compliance
and Risk Management

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Keberagaman Komposisi Dewan Pengawas dan Direksi

. Diversity in the Composition of the Supervisory Board and the Board of Directors

Nama Jabatan Jenis Kelamin Pendidikan Pengalaman Kerja Sebelumnya

. Name . Position . Gender Education Previous Work Experience
Kabul Direktur Laki-Laki • S1 Administrasi Negara, • Kepala Subdirektorat investasi Pemerintah
Wijayanto Perencanaan . Man Universitas Diponegoro Daerah/Badan Usaha Milik Daerah pada
dan Pengelolaan • S2 Manajemen Direktorat Sistem Manajemen investasi,
Dana* Keuangan, UPN Veteran Kementerian Keuangan.
Director of Fund Jakarta • Sub-directorate Head of Investment of Regional
Government/Regional Owned Enterprises at the
.

Planning and • Bachelor’s Degree in State

Management* Administration, Universitas Directorate of Investment Management System,
Diponegoro Ministry of Finance.
• Master's Degree in Finance
Management, UPN Veteran
Jakarta

Sunari Direktur Laki-Laki • S1 Teknologi Benih, IPB • Kepala Sub Direktorat Perkebunan dan
Penghimpunan . Man • S2 Ekonomi Pertanian, Hortikultura - Direktorat Pangan dan
Dana IPB Pertanian Kementerian Perencanaan
Director of Fund
. • Doktor Pengelolaan SDA Pembangunan Nasional/Bappenas.
Collection dan Lingkungan Hidup, • Sub-directorate Head of Plantation and Horticulture
Universitas Padjadjaran - Directorate of Food and Agriculture Ministry of
• Bachelor’s Degree in Seed National Development Planning/Bappenas.
Technology, IPB
• Master’s Degree in
Agricultural Economics, IPB
• Doctor’s Degree in
Natural Resources and
Environmental Management,
Universitas Padjadjaran

Edi Wibowo Direktur Laki-Laki • S1 Sarjana Mekanisasi
Penyaluran Dana . Man Pertanian, IPB
Director of Fund
. • Professional
Disbursement Development on Energy,
Chicago, Amerika
Serikat
• S2 Teknik Mesin,
Universitas Indonesia
• Bachelor's Degree in
Agricultural Mechanization,
IPB
• Professional Development on
Energy, Chicago, USA
• Master's Degree in
Mechanical Engineering,
Universitas Indonesia
• Peneliti di Pusat Penelitian dan
Pengembangan Teknologi Minyak dan Gas
"Lemigas"
• Kepala Sub Bagian Fasilitasi Kebijakan
Pemanfaatan Energi di Sekretaris Jenderal
Dewan Energi Nasional
• Kepala Sub Direktorat Keteknikan dan
Lingkungan Bioenergi-DJ EBTKE KESDM
• Kepala Sub Direktorat Pengusahaan dan
Pengawasan Bioenergi DJ EBTKE KESDM
• Kepala Sub Direktorat Program Bioenergi DJ
EBTKE KESDM
• Researcher at the Center for Research and
Development of Oil and Gas Technology “LEMIGAS”
• Head of Sub-Section for Facilitation of Energy
Utilization Policy at the Secretary General of the
National Energy Council
• Head of Sub-Directorate of Bioenergy Engineering
and Environment-DJ EBTKE KEESDM
• Head of Sub-Directorate of Bioenergy Concession
and Supervision DJ EBTKE KEESDM
• Head of Sub Directorate of Bioenergy Program DJ
EBTKE KEESDM

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Kebijakan Remunerasi Dewan Pengawas dan Direksi
Remuneration Policy for the Supervisory Board and the Board of Directors
BPDPKS dalam menentukan Remunerasi Bagi
Dewan Pengawas dan Direksi mengacu pada Salinan
Peraturan Menteri Keuangan No.176/PMK.05/2017
tentang Pedoman Remunerasi Badan Layanan Umum
tanggal 27 November 2017. Besaran remunerasi
untuk Dewan Pengawas dan Direksi diusulkan oleh
Menteri/Pimpinan Lembaga kepada Menteri Keuangan
cq. Direktur Jenderal Anggaran dan Perimbangan
Keuangan yang selanjutnya Menteri Keuangan
menetapkan Peraturan Menteri Keuangan mengenai
besaran remunerasi untuk Dewan Pengawas dan
Direksi.
lndikator Penetapan Remunerasi
Besaran yang menjadi Remunerasi ditetapkan dengan
mempertimbangkan faktor-faktor sebagai berikut :
1. Proporsionalitas, yaitu pertimbangan atas ukuran
(size) dan jumlah aset yang dikelola BLU serta
tingkat pelayanan;
2. Kesetaraan, yaitu dengan memperhatikan industri
pelayanan sejenis;
3. Kepatutan, yaitu menyesuaikan kemampuan
pendapatan BLU yang bersangkutan;
4. Kinerja operasional BLU yang ditetapkan oleh
Menteri/ Pimpinan Lembaga sekurang-kurangnya
mempertimbangkan indikator keuangan,
pelayanan, mutu dan manfaat bagi masyarakat.
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2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS in determining the remuneration for the
Supervisory Board and the Board of Directors refers to
the Copy of the Minister of Finance Regulation No. 176/
PMK.05/2017 regarding Remuneration Guidelines for
Public Service Agency dated November 27, 2017. The
amount of remuneration for the Supervisory Board and
the Board of Directors is proposed by the Minister/Head
of Institutions to the Minister Finance cq. The Director
General of Budget and Fiscal Balance, afterwards the
Minister of Finance shall stipulate a Regulation of the
Minister of Finance regarding the amount of remuneration
for the Supervisory Board and the Board of Directors.
Indicator of Remuneration
Determination
The amount of Remuneration is determined by
considering the following factors:
1. Proportionality, which is consideration of the size
and number of assets managed by the BLU and the
level of service;
2. Equality, which is by taking into account similar
service industries;
3. Appropriateness, which is adjusting the income
capability of the relevant BLU;
4. The operational performance of the BLU determined
by the Minister/Head of Institutions shall at least
consider financial indicators, services, quality, and
benefits for the community.
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Struktur dan Komponen Remuneration Structure and

Remunerasi Components
Struktur dan komponen remunerasi mulai berlaku The structure and remuneration of components
sejak tanggal 13 Agustus 2018 adalah sebagai berikut: effective from August 13, 2018 are as follows:

Struktur dan Komponen Remunerasi

. Remuneration Structure and Components

Keterangan Dewan Pengawas Direksi

. Information . Supervisory Board . Director

Honorarium • Ketua Dewan Pengawas memperoleh honorarium • Honorarium per bulan, dengan perhitungan:
. Honorarium sebesar 40% dari jumlah yang diterima Direktur • Honor Direktur Utama menjadi faktor perhitungan
Utama. utama.
• Anggota Dewan Pengawas memperoleh honorarium • Honor Direksi sebesar 78% dari honor Direktur
sebesar 36% dari jumlah yang diterima Direktur Utama. Utama
• The Chairman of the Supervisory Board receives an honorarium
. • Honorarium per month, with the calculation:
of 40% of the amount received by the President Director. • The President Director's honor is the main calculation factor.
• Members of the Supervisory Board receive an honorarium of
. • Directors' honors are 78% of the President Director's
36% of the amount received by the President Director. honors

Tunjangan Dewan Pengawas berhak mendapatkan Tunjangan Hari Tunjangan Transport

. Allowance Raya sesuai ketentuan yang berlaku. . Transport Allowance
The Supervisory Board is entitled to the Holiday Allowance in
.

accordance with applicable regulations.

Fasilitas - Fasilitas Kendaraan bagi Direksi sebanyak 1 (satu)

. Facility unit kendaraan dinas beserta pemeliharaan dan
operasionalnya.
Vehicle facilities for the Board of Directors are 1 (one) unit of
.

official vehicles along with their maintenance and operations.

Bonus Non Kinerja dan Opsi Non-Performance Bonuses and

Saham Dewan Pengawas dan Stock Options for the Board
Direksi of Directors and the Board of
Directors
Tidak terdapat bonus non kinerja dan opsi saham yang There are no non-performance bonuses and stock
diberikan kepada setiap anggota Dewan Pengawas dan options granted to each member of the Supervisory
Direksi. Board and the Board of Directors.

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Satuan Pemeriksa Internal
Internal Audit Unit (IAU)
BPDPKS membentuk Fungsi Pemeriksaan Internal
yang dijalankan oleh Satuan Pemeriksa Internal
(SPI). Pembentukan Fungsi tersebut merupakan
upaya BPDPKS dalam mewujudkan tata kelola Badan
Layanan Umum (BLU) yang akuntabel dan transparan
dalam pengelolaan keuangan BLU.
SPI merupakan organ pendukung yang dibentuk oleh
Dewan Direksi untuk menjamin independensi dan
mencegah intervensi dari kegiatan atau unit kerja
yang diaudit. Pembentukan SPI BPDPKS berdasarkan
PMK No.113/PMK.01/2015 tentang Organisasi dan Tata
Kerja BPDPKS. SPI berkedudukan langsung dibawah
Direktur Utama. Seorang Kepala Satuan Pengawas
Internal diangkat dan diberhentikan oleh Direktur
Utama dengan persetujuan Dewan Komisaris.
Sejak bulan Juli 2016, SPI mulai melaksanakan tugas
dan fungsinya untuk membantu Direksi dan Dewan
Pengawas sebagai upaya dalam mewujudkan Tata
Kelola yang baik (Good Governance). Hal tersebut
dilaksanakan melalui pengawasan, penilaian sistem
pengendalian internal, dan pemeriksaan objektif serta
independen, dengan menerapkan etika profesi di setiap
tugas yang dilaksanakan.
Visi dan Misi SPI BPDPKS sebagai berikut:
Visi : Menjadi Satuan Pemeriksa Internal yang
profesional, Independen, mandiri dan terpercaya untuk
mendukung pencapaian visi dan misi BPDPKS
Misi :
1. Mewujudkan efektivitas proses manajemen risiko,
pengendalian internal dan tata kelola BPDPKS
(Good Governance);
2. Mendorong ketaatan terhadap peraturan
perundang- undangan;
3. Menjadi Strategic Business Partner yang independen
dan obyektif bagi manajemen BPDPKS;
4. Mewujudkan harmonisasi dan sinergi dengan
Pemeriksa Eksternal lain.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS establishes an Internal Audit Function which is
run by the Internal Audit Unit (SPI). This establishment
is a measure of BPDPKS in realizing accountable and
transparent public service agency (BLU) governance in
BLU financial management.
IAU is a supporting organ formed by the Board of Directors
to ensure independence and prevent intervention from the
activities or work units being audited. The establishment
of BPDPKS SPI is based on PMK No. 113/PMK.01/2015
regarding the Organization and Work Procedure of
BPDPKS. IAU is positioned directly under the President
Director. A Head of Internal Audit Unit is appointed and
dismissed by the President Director with the approval of
the Board of Commissioners.
Since July 2016, IAU has started to carry out its duties
and functions to assist the Board of Directors and
the Supervisory Board as an effort to realize Good
Governance. This is carried out through supervision,
assessment of the internal control system, and objective
and independent examination, by applying professional
ethics in every task carried out.
BPDPKS IAU’s Vision and Mission are as follows:
Vision: To become a professional, independent,
impartial, and trusted Internal Audit Unit to support the
achievement of the vision and mission of BPDPKS
Mission:
1. Realizing the effectiveness of the risk management
process, internal control and governance of BPDPKS
(Good Governance);
2. Encouraging compliance with laws and regulations;
3. Become an independent and objective Strategic
Business Partner for BPDPKS management;
4. Realizing harmonization and synergy with other
External Auditors.
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Pengangkatan dan Head of IAU Appointment and

Pemberhentian Kepala SPI
Direktur Utama memiliki wewenang dalam mengangkat
dan memberhentikan Kepala SPI berdasarkan
mekanisme internal BPDPKS dengan pertimbangan
Dewan Pengawas. Pengangkatan Kepala SPI BPDPKS
dilakukan dengan mempertimbangkan beberapa aspek
penting, antara lain: kualifikasi pendidikan, pengalaman
kerja, aspek interitas dan telah sesuai dengan yang
dipersyaratkan PMK NO.200/PMK.05/2017 tentang
Sistem Pengendalian Intern Badan Layanan Umum
(BLU).
Dismissal
The President Director has the authority to appoint and
dismiss the Head of IAU based on the internal BPDPKS
mechanism with the consideration of the Supervisory
Board. The appointment of the Head of the BPDPKS
IAU is carried out by considering several important
aspects, including: educational qualifications, work
experience, integrity aspects and is in accordance
with the requirements of PMK No. 200/PMK.05/2017
regarding the Internal Control System of Public Service
Agencies (BLU).

Profil Kepala Satuan Pemeriksa Profile of the Head of the Internal

Internal BPDPKS Audit Unit of BPDPKS

Hari Kuncoro
Kepala SPI | Chief Audit Executive

Warga negara Indonesia, berdomisili di Depok, Jawa Barat. Beliau lahir di Cilacap tanggal
25 Mei 1977 dan berusia 43 tahun. Beliau menjabat sebagai Kepala SPI sejak 23 Juli 2019
dengan Surat Keputusan Direksi Nomor Kep-272/DPKS/2019.

Beliau lulusan D IV Politeknik Keuangan Negara STAN (PKN STAN) tahun 2005 dan
meraih gelar Magister Manajemen dari Universitas Jenderal Sudirman Purwokerto.
Selain itu, beliau juga memiliki sertifikasi Chartered Financial Analyst, Financial Risk
Management, Certified Risk Management Professional (CRMP), dan Project Financial
Model (PFM).
Dalam perjalanan karirnya, beliau pernah menjabat sebagai Internal Auditor di Sempati Air Cabang Medan, sebagai
Auditor di Kanaka Puradireja Jakarta tahun 2000, sebagai Sekretaris Dewan Komisaris di PT Kertas Leces tahun
2011-2012, sebagai Sekretaris Komite Audit di PT Kertas Leces tahun 2012-2013, sebagai Kepala Divisi Anggaran
dan Akuntansi tahun 2015-sekarang, dan sebagai Kepala Divisi Keuangan dan Akuntansi Direktorat Keuangan,
Umum, Kepatuhan dan Manajemen Risiko BPDPKS tahun 2015 – 2019. Sebelum bekerja di BPDPKS (2015 - 2019),
beliau masih aktif di Lingkungan Kementerian Keuangan menjabat sebagai Kepala Divisi Anggaran dan Akuntansi
(2015-sekarang), Kepala Divisi Keuangan dan Umum.

Indonesian citizen, domiciled in Depok, West Java. He was born in Cilacap on May 25, 1977 and is 43 years old. He
has served as Head of IAU since July 23, 2019 with the Decree of the Board of Directors No. Kep-272/DPKS/2019.

He graduated from DIV Politeknik Keuangan Negara STAN (PKN STAN) in 2005 and earned a Master’s degree
in Management from Universitas Jenderal Sudirman, Purwokerto. In addition, he is also certified as Chartered
Financial Analyst, Financial Risk Management, Certified Risk Management Professional (CRMP), and Project
Financial Model (PFM).

In the course of his career, he served as Internal Auditor at Sempati Air Medan Branch, as Auditor at Kanaka Puradireja
Jakarta in 2000, as Secretary to the Board of Commissioners at PT Kertas Leces in 2011-2012, as Secretary to the
Audit Committee at PT Kertas Leces in 2012-2013 , as Head of Budget and Accounting Division 2015-present, and
as Head of Finance and Accounting Division of the Directorate of Finance, General Affairs, Compliance and Risk
Management BPDPKS 2015 – 2019. Prior to working at BPDPKS (2015 - 2019), he was still active in the Ministry
Finance serves as Head of Budget and Accounting Division (2015-present), Head of Finance and General Division.

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Struktur dan Kedudukan SPI Structure and Position of

BPDPKS
Pembentukan organisasi SPI BPDPKS adalah
berdasarkan Peraturan Menteri Keuangan. Struktur
dan kedudukan SPI berada di bawah Direktur Utama
sesuai dengan Keputusan Direktur Utama BPDPKS
Nomor KEP-66/DPKS/2016 tanggal 26 Desember 2016
tentang Penyesuaian Struktur Jabatan dan Uraian
Tugas Kepala SPI BPDPKS.
BPDPKS IAU
The establishment of the BPDPKS IAU organization
is based on the Regulation of the Minister of Finance.
The structure and position of IAU is under the
President Director in accordance with the Decree
of the President Director of BPDPKS No. KEP-66/
DPKS/2016 dated December 26, 2016 regarding
Adjustment of Position Structure and Job Description
of the Head of BPDPKS IAU.

Direktur Utama
President Director

Kepala SPI
Head of SPI

Pemeriksaan I Pemeriksaan II Tindak Lanjut, Monitoring dan

Auditor I Auditor II Evaluasi (Money) dan Administrasi
Follow-up, Monitoring and
Evaluation (Money) and Administration

Kedudukan SPI: IAU Position:

1. SPI merupakan organisasi yang ditetapkan
berdasarkan Peraturan Menteri Keuangan dan
berkedudukan langsung dibawah Direktur Utama
BPDPKS;
2. SPI dipimpin seorang Kepala yang bertanggung
jawab langsung kepada Direktur Utama;
3. Kepala SPI diangkat dan diberhentikan oleh
Direktur Utama setelah mendapat persetujuan dari
Dewan Pengawas BPDPKS;
4. Kepala SPI akan menjadi Mitra Kerja Manajemen
yang Independen dan Profesional;
5. Personil SPI tidak diperbolehkan merangkap tugas
ataupun bekerja yang ada pada Direktorat teknis di
dalam BPDPKS;
6. Direktur Utama memberikan dukungan sepenuhnya
guna terlaksananya Independensi SPI dan wajib
menjaga serta mengevaluasi kualitas fungsi SPI.
1. IAU is an organization stipulated based on the
Regulation of the Minister of Finance and is
positioned directly under the President Director of
BPDPKS;
2. IAU is led by a Head who is directly responsible to
the President Director;
3. The Head of IAU is appointed and dismissed by the
President Director after obtaining approval from the
BPDPKS Supervisory Board;
4. The Head of IAU will become an Independent and
Professional Management Partner;
5. IAU personnel are not allowed to hold concurrent
duties or work at the technical Directorate within
BPDPKS;
6. The President Director provides full support for the
implementation of the Independence of IAU and is
obliged to maintain and evaluate the quality of the
IAU function.

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Komposisi Personil dan IAU Personnel and Education

Pendidikan SPI
Berdasarkan Struktur dan Kedudukan SPI, terdapat
3 (tiga) tenaga Auditor Internal BPDPKS yang terdiri
dari 1 (satu) orang yang menjabat sebagai Kepala SPI
dan 2 (dua) orang sisanya menjabat sebagai Auditor/
Pemeriksa.
Composition
Based on the structure and position of IAU, there are
3 (three) Internal Auditors of BPDPKS consisting of 1
(one) person serving as Head of IAU and the remaining
2 (two) serving as Auditor/Examiner.

Komposisi Personil dan Pendidikan SPI

. IAU Personnel and Education Composition

lnformasi Riwayat Pendidikan Auditor

Jumlah Auditor Education History information
Jabatan
.

Auditor
Tingkat
.

Position Number of Nama Bidang Studi Lembaga Tahun

Level
.

Auditors . Name
.

. Field of Study . Institution . Year

.

Kepala SPI 1 Hari Kuncoro D-IV Akuntansi STAN 2000

. Head of IAU . S2 Manajemen
. . Unsoed . 2005
Management
.

Accounting

Pemeriksaan I 1 Zulkifly S1 Akuntansi UT 2012

. Examination I . Accounting
.

Pemeriksaan I 1 Muhammad Khoirul Jihad D3 Akuntansi STAN 2009

. Examination I . Accounting
.

Pedoman Kerja SPI IAU Work Guidelines

Piagam Audit Internal (Internal Audit Charter)
merupakan Pedoman Kerja SPI yang sah dan ditetapkan
pada tanggal 15 Juli 2018, berdasarkan Keputusan
Bersama Direktur Utama dan Dewan Pengawas.
Berdasarkan Internal Audit Charter, SPI memiliki
tanggung jawab dalam mengatur visi, misi, struktur
dan kedudukan SPI, serta aspek-aspek yang berkaitan
dengan pelaksanaan Audit Internal.
The Internal Audit Charter is a valid IAU Work Guidelines
and was stipulated on July 15, 2018, based on the Joint
Decree of the President Director and the Supervisory
Board. Based on the Internal Audit Charter, the Internal
Audit Unit is responsible for managing the vision,
mission, structure and position of the Internal Audit
Unit, as well as aspects related to the implementation
of Internal Audit.

Di samping mengacu pada Piagam Audit Internal, SPI In addition to referring to the Internal Audit Charter, IAU
juga mengacu pada beberapa kebijakan yaitu: also refers to several policies, they are:
1. Peraturan Menteri Keuangan Republik Indonesia 1. Regulation of the Minister of Finance of the Republic
Nomor 113/PMK.01/2015 Tentang Organisasi Dan of Indonesia No. 113/PMK.01/2015 regarding the
Tata Kerja Badan Pengelola Dana Perkebunan Organization and Work Procedure of the Palm Oil
Kelapa Sawit; Plantation Fund Management Agency;
2. Peraturan Menteri Keuangan Rl Nomor 200/ 2. dan Regulation of the Minister of Finance of the
PMK.05/2017 tentang Sistem Pengendalian Intern Republic of Indonesia No. 200/PMK.05/2017
Badan Layanan Umum; dan regarding the Internal Control System of Public
Service Agencies; and
3. Audit Program, beserta manual-manual 3. Audit Program, along with examination manuals,
pemeriksaan antara lain: among others:
ƒ Pedoman Audit Kinerja; ƒ Performance Audit Guidelines;
ƒ Pedoman Audit Laporan Keuangan; ƒ Financial Statements Audit Guidelines;
ƒ Pedoman Umum SPI; ƒ IAU General Guidelines;
ƒ Pedoman Teknis SPI; ƒ IAU Technical Guidelines;
ƒ Kode Etik yang dikeluarkan IIA Global. ƒ Code of Ethics issued by IIA Global.

234
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Tugas dan Tanggung Jawab Duties and Responsibilities

Sesuai dengan Internal Audit Charter, tugas dan The duties and responsibilities of IAU in accordance
tanggung jawab SPI sebagai berikut: with the Internal Audit Charter are as follows:

Tugas SPI
. IAU Tasks

1. Menyusun dan melaksanakan rencana pengawasan intern;

2. Menguji dan mengevaluasi pelaksanaan sistem pengendalian internal dan sistem manajemen risiko;
3. Membuat/mengembangkan Program Kerja Audit Tahunan {PKAT) dengan menggunakan metode risk based audit dan
menyampaikan kepada Direktur Utama BPDPKS untuk mendapatkan pengesahan;
4. Melakukan pemeriksaan dan penilaian atas efisiensi dan efektivitas di bidang keuangan, akuntansi, operasional, sumber daya
manusia, pemasaran, teknologi informasi, dan kegiatan lainnya;
5. Memberikan saran perbaikan dan informasi yang objektif tentang kegiatan yang diawasi pada semua tingkat manajemen;
6. Membuat laporan hasil pengawasan intern dan menyampaikan laporan tersebut kepada pimpinan BLU dan Dewan Pengawas;
7. Memberikan rekomendasi terhadap perbaikan/peningkatan proses tata kelola dan upaya pencapaian strategi bisnis BLU;
8. Memantau, menganalisis, dan melaporkan pelaksanaan tindak lanjut rekomendasi pengawasan oleh SPI, aparat pengawasan
khusus apabila diperlukan;
9. Melaksanakan reviu laporan keuangan;
10. Melakukan pemeriksaan khusus apabila diperlukan;
11. Melaksanakan tugas lainnya berdasarkan penugasan sesuai dengan ketentuan peraturan perundang- undangan; dan
12. Melaksanakan pemeriksaan/pengawasan yang tidak terjadwal dan/atau dirahasiakan berdasarkan permintaan dari Direksi
BPDPKS/aparat pemeriksa intern pemerintah,
1. Develop and implement an internal control plan;
.

2. Examining and evaluating the implementation of the internal control system and risk management system;
.

3. Create/develop the Annual Audit Work Program (PKAT) using the risk-based audit method and submit it to the President Director of BPDPKS for approval;
4. Conduct inspections and assessments of efficiency and effectiveness in the fields of finance, accounting, operations, human resources, marketing,
information technology, and other activities;
5. Provide suggestions for improvement and objective information on the activities supervised at all levels of management;
6. Make a report on the results of internal supervision and submit the report to the BLU leadership and the Supervisory Board;
7. Provide recommendations for improvement of governance processes and efforts to achieve BLU business strategies;
8. Monitor, analyze, and report on the implementation of follow-up on supervision recommendations by IAU, special supervisory apparatus if necessary;
9. Carry out a review of financial statements;
10. Carry out special inspections if necessary;
11. Carry out other tasks based on assignments in accordance with the provisions of the legislation; and
12. Carry out unscheduled and/or confidential inspections/supervisions based on requests from the BPDPKS Directors/government internal audit officers,

Tanggung Jawab SPI

. IAU Responsibilities

1. Membantu Direktur Utama dalam memenuhi tanggung jawab kepengurusan BPDPKS dengan melakukan pengawasan/audit
terhadap program kepatuhan, operasional, dan kegiatan yang menjadi tugas pokok BPDPKS;
2. Memantau kinerja seluruh kegiatan unit kerja BPDPKS secara terintegrasi dalam hal kepatuhan, kelengkapan dan penggunaan
serta pengendalian administrasi, akuntansi, keuangan dan pengendalian lainnya serta memberikan saran perbaikan yang
mengarah pada pencapaian tujuan dan sasaran BPDPKS yang telah ditetapkan. ditetapkan dan menjadi tanggung jawab masing-
masing unit kerja sesuai dengan keputusan Panitia Pengarah, RBA, dan DIPA BPDPKS;
3. Membantu Direksi dan Dewan Pengawas dalam mewujudkan Tata Kelola yang Baik, melalui penilaian yang obyektif dan independen
terhadap Sistem Pengendalian Intern, pengawasan, dan pemeriksaan, dengan menerapkan etika profesi dalam pelaksanaan
tugasnya;
4. Memberikan peringatan dini kepada Direksi dan Dewan Pengawas atas terjadinya risiko/kegiatan usaha yang mungkin timbul dan
memberikan usulan alternatif peningkatan efisiensi dengan tujuan menjaga kinerja BPDPKS;
5. Mendorong Direktorat Teknis di BPDPKS untuk terus meningkatkan pelaksanaan pengendalian intern agar pelaksanaan berjalan
efektif guna mencapai visi, misi BPDPKS dapat terwujud dengan tetap memperhatikan Tata Kelola dan Manajemen Risiko yang
Baik;
6. Memberikan laporan hasil pemeriksaan serta laporan evaluasi yang disesuaikan dengan kecukupan sumber daya manusia di unit
kerja SPI;
7. Memberikan evaluasi, analisis perbaikan proses manajemen operasional dan program kerja di BPDPKS;
8. Memantau pelaksanaan dan penyelesaian tindak lanjut Laporan Hasil Pemeriksaan (LHP) Auditor Internal/Eksternal berdasarkan
action plan yang telah disepakati.

235
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Tanggung Jawab SPI

. IAU Responsibilities

1. Assist the President Director in fulfilling BPDPKS management responsibilities by conducting supervision/audit of compliance, operations, and activity
.

programs which are the main tasks of BPDPKS;

2. Monitor the performance of all BPDPKS work unit activities in an integrated manner on compliance, completeness and use and control of administration,
.

accounting, finance and other controls as well as provide suggestions for improvement that lead to the achievement of BPDPKS goals and objectives that
have been determined and are the responsibility of each work unit in accordance with the decision of the Steering Committee, RBA, and DIPA BPDPKS;
3. Assisting the Board of Directors and the Supervisory Board in realizing Good Governance, through an objective and independent
assessment of the Internal Control System, supervision, and examination, by applying professional ethics in the performance of
their duties;
4. Provide early warning signal to the Board of Directors and Supervisory Board on the occurrence of business risks/activities that
may arise and provide alternative proposals for improving efficiency with the aim of maintaining the performance of BPDPKS;
5. Encouraging the Technical Directorate at BPDPKS to continue to improve the implementation of internal control so that
implementation runs effectively in order to achieve the vision, mission of BPDPKS can be realized while still paying attention to
Good Governance and Risk Management;
6. Provide reports on the results of the inspection as well as evaluation reports that are adjusted to the adequacy of human resources
in the IAU work unit;
7. Provide evaluation, analysis of improvements to operational management processes and work programs at BPDPKS;
8. Monitor the implementation and completion of follow-up on the Internal/External Auditor’s Inspection Report (LHP) based on the
agreed action plan.

Pengembangan Kompetensi Competency Development

Dalam rangka Pengembangan Kompetensi SPI
senantiasa melakukan pelatihan dan pendidikan
berkelanjutan melalui program sertifikasi nasional dan
internasional, keikutsertaan dalam seminar nasional/
internasional maupun pelatihan rutin internal. Berbagai
kegiatan tersebut dilakukan sebagai wujud komitmen
SPI dalam mengembangkan dan meningkatkan
kompetensi dan pengetahuan pegawai Audit Internal.
In the framework of Competency Development, IAU
continuously carries out training and ongoing education
through national and international certification programs,
participation in national/international seminars as well
as internal regular training. These various activities are
carried out as a form of IAU’s commitment in developing
and improving the competence and knowledge of Internal
Audit employees.

Sepanjang tahun 2020, SPI telah mengikuti berbagai Throughout 2020, IAU has participated in various
kegiatan pelatihan antara lain sebagai berikut: training activities, including the following:

Tabel Pengembangan Auditor SPI BPDPKS tahun 2020

. BPDPKS SPI Auditor Development Table 2020

Nama Sertifikasi Jumlah Jamlat

No
. Certification Name . Number of Jamlat

1 ISO 31000 Risk Management 24

2 QIA Audit Internal Lanjutan | Advanced Internal Audit QIA 60

3 Pengendalian Gratifikasi | Gratification Control 2

4 Whistle Blower dan Perlindungan terhadap Pelapor | Whistleblower and Whistleblower Protection 2

236
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Laporan Pelaksanaan Kegiatan IAU Activity Implementation

SPI Tahun 2020
Laporan pelaksanaan program Kerja SPI Tahunan
BPDPKS 2020 meliputi kegiatan sebagai berikut:
Pendampingan audit dan konsultasi atas Laporan
Keuangan BLU Tahun 2019 dan PDTT BPK s.d. Semester
I 2020.
Report 2020
The report on the implementation of the 2020 BPDPKS
Annual IAU Work program is an audit assistance activity
and consultation on the 2019 BLU Financial Report and
BPK PDTT up to the 1st Semester of 2020.

Adapun Pelaksanaan kegiatan pemantauan tindak The implementation of follow-up monitoring activities
lanjut yang dilaksanakan adalah sebagai berikut: carried out are as follows:

Tabel Status tindak lanjut Audit Eksternal tahun 2020

. Table of External Audit Follow-Up Status 2020

Jumlah rekomendasi Tindak lanjut rekomendasi | Follow Up Recommendations

Auditor Eksternal
Number of Selesai Dalam Proses Belum
External Auditor
.

Recommendation Completed In the process Not Completed

.

. . .

BPK LK 2019 4 1 3 0

BPK PDTT 9 0 9 0

BPKP 4 4 0 0

BPKP 2020 6 - 6 -

Penilaian Atas Kinerja SPI IAU Performance Assessment

Penilaian Atas Kinerja SPI dilakukan berdasarkan
kinerja SPI sebagaimana yang diatur dalam komponen
KPI (Key Performance Indicators) tentang realisasi
pencapaian kinerja Satuan Pemeriksaan Internal tahun
2020 sebesar 112% dari target 100%.
Assessment of IAU performance is carried out based
on IAU performance as stipulated in the KPI (Key
Performance Indicators) component regarding the
realization of the Internal Audit Unit’s performance
achievement in 2020 of 112% of the 100% target.

237
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Audit Eksternal
External Auditor
Pelaksanaan Audit eksternal merupakan salah satu
bentuk fungsi pengawasan independen terhadap aspek
keuangan organisasi. Audit eksternal dilaksanakan
untuk menjamin independensi hasil pemeriksaan,
auditor eksternal yang ditunjuk tidak boleh memiliki
benturan kepentingan dengan setiap tingkat pejabat
organisasi.
Berdasarkan Peraturan Menteri Keuangan Nomor 17/
PMK.01/2008 Tanggal 5 Februari 2008 tentang Jasa
Akuntan Publik, pada pasal 3 ayat 1 disebutkan bahwa
Pemberian jasa audit umum atas laporan keuangan dari
suatu entitas dilakukan oleh 1 (satu) Kantor Akuntan
Publik (KAP) paling lama untuk 6 (enam) tahun buku
berturut-turut dan oleh seorang Akuntan Publik paling
lama untuk 3 (tiga) tahun buku berturut-turut.
Auditor eksternal (independen) ditunjuk secara
rutin oleh BPDPKS untuk melakukan audit terkait
dengan operasional dan laporan keuangan BPDPKS
yang bertujuan untuk memberikan pendapat yang
independen dan objektif mengenai ketaatan, kewajaran,
dan kesesuaian laporan keuangan BPDPKS dengan
Standar Akuntansi Keuangan (SAK) Indonesia dan
peraturan perundang-undangan yang berlaku.
Penunjukan Akuntan Publik
Akuntan Publik dan Kantor Akuntan Publik ditunjuk
oleh Dewan Pengawas dengan mempertimbangkan
rekomendasi dari Komite Audit. Dewan Pengawas
telah setuju menunjuk KAP Heliantono dan Rekan
untuk melakukan Audit atas Laporan Keuangan
BPDPKS Tahun Buku 2020 dengan fee audit sebesar
Rp420.420.000
Berikut adalah informasi pelaksanaan Audit Laporan
Keuangan untuk tahun buku 2018 sampai dengan 2020
adalah sebagai berikut:
Pelaksanaan Audit Laporan Keuangan dalam kurun waktu 3 tahun
. Implementation of Financial Statement Audit within 3 years
Tahun Kantor Akuntan
Buku Publik Akuntan Publik
Fiscal
. Public Accounting
.
. Public Accountant
Year Firm
2020 Heliantono dan Padri Achyarsyah,
Rekan CPA
. Heliantono and Partners
238
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
The implementation of an external audit is a form of
independent supervision function on the Organization's
financial aspects. An external audit is carried out to
ensure the independence of the examination results,
the appointed external auditor must not have conflict
of interest with any level of organization's officials.
Based on the Regulation of the Minister of Finance No.
17/PMK.01/2008 dated February 5, 2008 regarding
Public Accountant Services, in article 3 paragraph 1 it is
stated that the provision of general audit services on the
financial statements of an entity is carried out by 1 (one)
Public Accounting Firm (KAP) for a maximum of 6 (six)
consecutive fiscal years and by a Public Accountant for
a maximum of 3 (three) consecutive fiscal years.
An external (independent) auditor is appointed regularly
by BPDPKS to conduct audits related to the operations
and financial statements of BPDPKS with the aim
of providing an independent and objective opinion
regarding the compliance, fairness, and conformity
of BPDPKS financial statements with Indonesian
Financial Accounting Standards (SAK) and applicable
laws and regulations.
Appointment of Public Accountant
Public Accountants and Public Accounting Firms are
appointed by the Supervisory Board by considering
the recommendations of the Audit Committee.
The Supervisory Board has agreed to appoint KAP
Heliantono and Partners to audit the Financial
Statements of BPDPKS for Fiscal Year 2020 with an
audit fee of Rp420,420,000.
The following is information on the implementation of
the Financial Statement Audit for the fiscal year 2018
to 2020 as follows:
Opini Audit Biaya Audit
. Audit Opinion . Audit Fee
Laporan Keuangan terlampir menyajikan secara wajar, Rp420.420.000
dalam semua hal yang material, posisi keuangan Badan
Pengelola Dana Perkebunan Kelapa Sawit (BPDPKS)
tanggal 31 Desember 2020, realisasi anggaran serta
kinerja keuangan dan arus kas untuk periode yang
berakhir pada tanggal tersebut sesuai dengan Standar
Akuntansi Pemerintahan di Indonesia.
The attached Financial Statement present fairly, in all material
.
respects, the financial position of Badan Pengelola Dana
Perkebunan Kelapa Sawit (BPDPKS) as of December 31, 2020,
budget realization as well as financial performance and cash
flows for the period ended on that date in accordance with
Government Accounting Standards in Indonesia.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Pelaksanaan Audit Laporan Keuangan dalam kurun waktu 3 tahun

. Implementation of Financial Statement Audit within 3 years

Tahun Kantor Akuntan

Buku Publik Akuntan Publik Opini Audit Biaya Audit
Fiscal
. Public Accounting
.
. Public Accountant . Audit Opinion . Audit Fee
Year Firm

2019 Tanudiredja, Eddy Rintis, SE, Laporan keuangan terlampir menyajikan secara wajar, Rp287.100.000
Wibisana, CPA dalam semua hal yang material, posisi keuangan Badan
. Rintis & Rekan Pengelola Dana Perkebunan Kelapa Sawit tanggal
. 31 Desember 2018, serta aktivitas keuangan dan
arus kasnya untuk tahun yang berakhir pada tanggal
tersebut, sesuai dengan Standar Akuntansi Keuangan
di Indonesia.
The attached Financial Statement present fairly, in all material
.

respects, the financial position of Badan Pengelola Dana

Perkebunan Kelapa Sawit (BPDPKS) as of December 31, 2019,
budget realization as well as financial performance and cash
flows for the period ended on that date in accordance with
Government Accounting Standards in Indonesia.

2018 Tanudiredja, Eddy Rintis, SE, Laporan keuangan terlampir menyajikan secara wajar, Rp376.970.000
Wibisana, Rintis & CPA dalam semua hal yang material, posisi keuangan Badan
Rekan Pengelola Dana Perkebunan Kelapa Sawit tanggal
31 Desember 2018, serta aktivitas keuangan dan
arus kasnya untuk tahun yang berakhir pada tanggal
tersebut, sesuai dengan Standar Akuntansi Keuangan
di Indonesia.
The attached Financial Statement present fairly, in all material
.

respects, the financial position of Badan Pengelola Dana

Perkebunan Kelapa Sawit (BPDPKS) as of December 31, 2018,
budget realization as well as financial performance and cash
flows for the period ended on that date in accordance with
Government Accounting Standards in Indonesia.

Jasa Lain Yang Diberikan Other Services Provided

Selama pelaksanaan audit, KAP Heliantono dan Rekan
tidak memberikan jasa lain kepada BPDPKS selain
jasa audit, sehingga dalam pelaksanaannya sangat
independen dan tidak terjadi benturan kepentingan
dalam pelaksanaan proses audit. Auditor dalam
melaksanakan proses audit berpedoman pada standar
auditing yang ditetapkan institut Akuntan Publik
indonesia. Audit telah dilaksanakan berdasarkan
rencana, dan pengujian terhadap bukti-bukti yang
mendukung jumlah-jumlah dan pengungkapan dalam
Laporan Keuangan.
During the audit, Heliantono and Partners did not
provide other services to BPDPKS other than audit
services. So that in its implementation it prioritizes the
principle of independence and there is no conflict of
interest. The auditor in carrying out the audit process is
guided by the auditing standards set by the Indonesian
Institute of Certified Public Accountants. The audit has
been carried out according to plan, and examining of
evidence supporting the amounts and disclosures in
the Financial Statements.

239
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Efektivitas Pelaksanaan Audit
Eksternal
SPI BPDPKS melakukan pendampingan, pengawasan,
dan tindak lanjut atas temuan atau rekomendasi
dari yang diberikan oleh KAP, yang bertujuan untuk
memastikan pelaksanaan audit berjalan dengan
lancar dan tidak menemui hambatan yang berarti,
seluruh temuan nantinya akan ditindaklanjuti sesuai
kewenangan yang ditetapkan. Selain itu Direksi
juga melakukan koordinasi dan komunikasi dengan
auditor eksternal secara berkala, supaya pelaksanaan
audit dapat berjalan secara efektif dan efisien, serta
apabila terjadi kendala dalam obyek pemeriksaan
dapat segera diberikan solusi dalam mengatasi setiap
permasalahan yang ada. Direksi juga secara aktif
melakukan monitoring tindak lanjut atas temuan-
temuan pemeriksaan audit eksternal dalam setiap rapat
koordinasi antara Direksi dengan satuan-satuan kerja
terkait serta memberikan laporan atas pelaksanaan
tindak lanjut kepada Dewan Pengawas secara berkala.
240
Profil BPDPKS
BPDPKS Profile
Effectiveness of External Audit
Implementation
The BPDPKS IAU provides assistance, supervision,
and follow-up on the findings or recommendations
provided by the KAP, which aims to ensure that the
audit runs smoothly and does not encounter significant
obstacles, all findings will be followed up according
to the stipulated authority. In addition, the Board of
Directors also coordinates and communicates with
external auditors on a regular basis, so that the audit
can run effectively and efficiently, and if there are
problems with the object of the examination, a solution
can be immediately given to overcome any existing
problems. The Board of Directors also actively monitors
follow-up on the findings of the external audit in every
coordination meeting between the Board of Directors
and related work units, as well as provides reports
on the implementation of follow-up actions to the
Supervisory Board on a regular basis.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Manajemen Risiko
Risk Management
BPDPKS merupakan salah satu instansi yang memiliki
risiko tinggi, karena dalam kegiatannya melibatkan
pengelolaan dana dalam beragam bentuk pembiayaan.
Oleh karena itu, BPDPKS berupaya melakukan pengelolaan
risiko secara konsisten dan terstruktur guna meminimalisir
risiko dan menciptakan nilai bagi pemangku kepentingan.
BPDPKS is one of the institutions that has a high risk,
due in its activities involves managing funds in various
forms of financing. Therefore, BPDPKS seeks to carry
out risk management in a consistent and structured
manner in order to minimize risk and create value for
stakeholders.

Sistem Manajemen Risiko Risk Management System

BPDPKS menerapkan Sistem Manajemen Risiko yang
telah disesuaikan dengan framework ISO 31000:2018
untuk menghasilkan praktik manajemen risiko dengan
perspektif yang luas, mudah dipahami, terukur serta
mampu meningkatkan integrasi dan koordinasi antar unit
kerja di BPDPKS. Penerapan Sistem Manajemen Risiko
di BPDPKS terdiri dari tahapan-tahapan pengelolaan
risiko yang terstruktur dan sistematis. Fungsi Manajemen
Risiko BPDPKS dijalankan oleh Divisi Kepatuhan dan
Manajemen Risiko BPDPKS yang dipimpin oleh Kepala
Divisi Kepatuhan & Manajemen Risiko.
BPDPKS implements Risk Management System that
has been adapted to the ISO 31000:2018 framework
to produce risk management practices with a broad
perspective, easy to understand, measurable and able to
improve integration and coordination between work units
in BPDPKS. The implementation of the Risk Management
System at BPDPKS consists of structured and systematic
risk management stages. The BPDPKS Risk Management
function is carried out by the Compliance and Risk
Management Division of BPDPKS, which is led by the
Head of the Compliance & Risk Management Division.

Komitmen Penerapan Manajemen BPDPKS Risk Management

Risiko BPDPKS Implementation Commitment
Sebagai wujud komitmen Penerapan Manajemen Risiko
BPDPKS dilakukan dengan berpedoman pada prinsip-
prinsip manajemen risiko, penjabaran tugas pokok dan
tanggung jawab utama pengelolaan risiko di seluruh
unit kerja BPDPKS. Hal tersebut sebagaimana termaktub
dalam Surat Keputusan Direktur Utama Nomor Kep-
590/2019 tentang Komite Pemantau Risiko sebagai
perubahan dari keputusan Direktur Utama Nomor KEP
85/DPKS/2019 dan Nomor KEP 36/ DPKS/2016 tentang
pembentukan Komite Pemantau Manajemen Risiko.
Sebagaimana Surat Keputusan Direktur Utama Nomor
Kep-590/2019 tentang Komite Pemantau Risiko sebagai
perubahan dari keputusan Direktur Utama Nomor KEP
85/DPKS/2019 dan Nomor KEP 36/DPKS/2016 tentang
pembentukan Komite Pemantau Manajemen Risiko.
As a form of commitment to the Implementation of Risk
Management, BPDPKS is guided by the principles of risk
management, the description of the main tasks and main
responsibilities of risk management in all BPDPKS work
units. This is as stated in the Decree of the President Director
Number Kep-590/2019 concerning the Risk Monitoring
Committee as a change from the decisions of the President
Director Number KEP 85/DPKS/2019 and Number KEP
36/ DPKS/2016 concerning the establishment of the Risk
Management Monitoring Committee. This is as stated in the
Decree of the President Director No. Kep-590/2019 regarding
the Risk Monitoring Committee as an amendment from the
Decree of the President Director No. KEP 85/DPKS/2019 and
No. KEP36/DPKS/2016 regarding the establishment of the
Risk Management Monitoring Committee.

Pihak/Pengelola Pokok dan Tanggung Jawab Utama

. Parties/Managers . Main Principal and Responsibilities

Dewan Pengawas • Menyetujui kebijakan Manajemen Risiko termasuk strategi dan kerangka manajemen risiko yang ditetapkan
. Supervisory Board sesuai dengan tingkat risiko yang diambil (risk appetite) dan toleransi risiko (risk tolerance) BPDPKS.
• Memantau dan mengevaluasi kebijakan operasional BPDPKS yang dilakukan oleh Direksi.
• Konsisten untuk menyelenggarakan Rapat Berkala dengan Direksi untuk mengevaluasi pencapaian tindak lanjut
setiap rencana kerja.
• Memastikan bahwa pendelegasian wewenang dan tanggung jawab berjalan dengan efektif sesuai jenjang
organisasi.
• Optimalisasi fungsi Komite Audit, Divisi Kepatuhan dan Manajemen Risiko dan Satuan Pemeriksa Internal dengan
memberikan masukan/saran melalui proses penelaahan sesuai rencana kerja.
• Memastikan saran/rekomendasi setiap Laporan Hasil Pemeriksaan (LHP) Auditor internal dan Eksternal telah
ditindaklanjuti.
• Approved the Risk Management policy including the strategy and risk management framework that is determined in accordance
.

with the level of BPDPKS risk appetite and risk tolerance.

• Monitor and evaluate BPDPKS operational policies carried out by the Board of Directors.
• Consistently holding periodic meetings with the Board of Directors to evaluate the follow-up achievements of each work plan.
• Ensure that the delegation of authority and responsibility runs effectively according to organizational levels.
• Optimizing the functions of the Audit Committee, Risk Monitoring Committee, and the Internal Monitoring System Committee by
providing input/suggestions to the Supervisory Board through a review process according to the work plan.
• Ensure that the suggestions/recommendations of each Internal and External Auditor’s Inspection Report (LHP) have been followed up.

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2020 Performance Highlights Management Report BPDPKS Profile

Pihak/Pengelola Pokok dan Tanggung Jawab Utama

. Parties/Managers . Main Principal and Responsibilities

Komite Pemantau • Menyusun kebijakan Manajemen Risiko serta perubahannya, termasuk strategi Manajemen Risiko, tingkat
Manajemen Risiko risiko yang diambil dan toleransi Risiko, kerangka Manajemen Risiko serta rencana kontinjensi untuk
Risk Management
. mengantisipasi terjadinya kondisi tidak normal.
Monitoring Committee • Menyempurnakan proses Manajemen Risiko secara berkala maupun bersifat insidentil sebagai akibat dari
suatu perubahan kondisi eksternal dan internal BPDPKS yang mempengaruhi kecukupan pungutan, profil
Risiko, dan ketidakefektifan penerapan Manajemen Risiko berdasarkan hasil evaluasi.
• Penetapan kebijakan dan/atau keputusan bisnis yang menyimpang dari prosedur normal, seperti pelampauan
ekspansi usaha yang signifikan dibandingkan dengan rencana bisnis BPDPKS yang telah ditetapkan
sebelumnya, atau pengambilan posisi/eksposur risiko yang melampaui limit yang telah ditetapkan.
• Kecukupan proses identifikasi, pengukuran, pemantauan, dan pengendalian risiko, serta Sistem informasi
Manajemen Risiko BPDPKS memiliki kebijakan manajemen risiko sesuai ukuran dan kompleksitas serta
risiko usaha. Prosedur berbasis risiko telah mencakup semua produk/aktivitas yang mengandung risiko.
Limit risiko telah ditetapkan oleh masing-masing Direktorat dan dievaluasi sesuai kebutuhan.
• Develop Risk Management policy and its changes, including Risk Management strategy, level of risk taken and Risk tolerance,
Risk Management framework and contingency plans to anticipate abnormal conditions.
• Improving the Risk Management process periodically or incidentally as a result of changes in BPDPKS external and internal
conditions that affect the adequacy of levies, Risk profile, and the ineffectiveness of Risk Management implementation based
on the evaluation results.
• Determination of policies and/or business decisions that deviate from normal procedures, such as exceeding a significant
business expansion compared to the BPDPKS business plan that has been previously determined, or taking positions/risk
exposures that exceed the predetermined limit.
• Adequacy of risk identification, measurement, monitoring and control processes, as well as Risk Management Information
System BPDPKS has a risk management policy according to size and complexity as well as business risk. Risk-based
procedures have covered all products/activities that contain risks. Risk limits have been determined by each Directorate and
evaluated as needed.

Direktur Utama • Menjalankan visi misi Badan Layanan Umum BPDPKS sesuai sasaran yang sudah ditetapkan.
. President Director • Direktur utama wajib menunjuk Direktur yang membawahi fungsi Kepatuhan dan Manajemen Risiko sebagai
anggota tetap Komite Manajemen Risiko yaitu Direktur Keuangan, Umum, Kepatuhan dan Manajemen Risiko
yang membidangi penerapan Manajemen Risiko bagi BPDPKS.
• Carry out the vision and mission of BPDPKS Public Service Agency according to the targets that have been set.
• The President Director is required to appoint Board of Director in charge of the Compliance and Risk Management functions
as a permanent member of the Risk Management Committee, namely the Director of Finance, General Affairs, Compliance and
Risk Management in charge of the implementation of Risk Management for BPDPKS.

Direksi • Menyusun kebijakan, strategi, dan kerangka Manajemen Risiko dengan memperhatikan tingkat risiko yang
. Board of Directors diambil (risk appetite) dan toleransi risiko (risk tolerance) badan.
• Memantau, mengevaluasi dan memastikan Rencana Bisnis BPDPKS, strategi, dan action plan telah dilakukan
sesuai rencana melalui rapat/pertemuan berkala dan berdampingan kunjungan bersama Direktorat.
• Memastikan Standar Operasional Prosedur (SOP), kebijakan dan prosedur telah dipahami dan dilaksanakan
dengan benar oleh seluruh karyawan.
• Memastikan bahwa pendelegasian wewenang dan tanggung jawab berjalan dengan efektif sesuai jenjang
organisasi
• Memastikan dan melaksanakan langkah perbaikan atau rekomendasi dari Audit Internal maupun Eksternal
telah dilaksanakan dengan efektif
• Melakukan kunjungan mendadak berdampingan dengan Direktorat ke stakeholder untuk mengetahui dan
meyakini proses kegiatan operasional berjalan dengan baik dan sesuai kebijakan dan prosedur BPDPKS.
• Mengembangkan budaya manajemen risiko dan meningkatkan kesadaran risiko pada seluruh jenjang.
• Pengawasan aktif Direksi tersebut dilakukan melalui unit kerja masing-masing Direktorat.
• Develop policies, strategies, and Risk Management framework by taking into account the level of risk appetite and risk
tolerance of the agency.
• Monitor, evaluate and ensure that the BPDPKS Business Plan, strategy, and action plan have been carried out according to plan
through regular meetings and visits with the Directorate.
• Ensure that the Standard Operating Procedures (SOP), policies and procedures are properly understood and implemented by
all employees.
• Ensuring that the delegation of authority and responsibility runs effectively according to organizational levels.
• Ensure and implement corrective steps or recommendations from Internal and External Audits that have been implemented
effectively.
• Conducting surprise visits along with the Directorate to stakeholders to find out and ensure that the operational activity
process is running well and in accordance with BPDPKS policies and procedures.
• Develop a risk management culture and increase risk awareness at all levels.
• The active supervision of the Board of Directors is carried out through the work units of each Directorate.

Divisi Manajemen • Melakukan pengendalian internal melalui serangkaian kegiatan yang mencakup:
Risiko
. • Penyusunan rencana pengawasan;
Risk Management
. • Penyusunan indikator kontrol;
Division • Penyusunan standarisasi pengendalian dan perencanaan kebijakan dasar terkait pengawasan dan
pengendalian; serta
• Melakukan kontrol secara langsung atas praktik bisnis dan pengelolaan risiko satuan kerja termasuk
penyusunan profil risiko.
• Carry out internal control through a series of activities that include:
• Preparation of a monitoring plan;
• Preparation of control indicators;
• Preparation of control standardization and basic policy planning related to supervision and control;
• Carry out direct control over the business practices and risk management of the work unit, including the preparation of a risk
profile.

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Sejak tahun 2016, BPDPKS telah mengimplementasikan
manajemen risiko sebagai berikut:
1. Menyempurnakan laporan profil risiko badan sesuai
dengan peraturan PMK Nomor 191/PMK.09/2008 dan
telah diubah menjadi PMK Nomor 12/PMK.09/2016,
PMK Nomor 171 2016_KMK 845/2016. Dan pada
tahun 2019, peraturan tersebut kembali diharmonisasi
menjadi KMK Nomor 577/KMK.01/2019 tentang
Penerapan Manajemen Risiko di Lingkungan
Kementerian Keuangan. Profil risiko BPDPKS
digambarkan dalam laporan profil risiko yang melekat
pada kegiatan bisnis BPDPKS dan kualitas penerapan
manajemen risiko. Proses pengidentifikasian
risiko-risiko yang melekat dilakukan sesuai dengan
ketentuan yang berlaku dan dari unit kerja terkait/
risk taking unit dan Divisi Kepatuhan dan Manajemen
Risiko. identifikasi risiko-risiko tersebut terus
dilakukan dan disempurnakan bersama-sama dengan
penentuan limit/risk appetite dan penghitungan
bobot untuk masing-masing risiko sehingga dapat
lebih menggambarkan profil risiko BPDPKS yang
sebenarnya.
2. Memperbaiki kualitas penerapan manajemen risiko
BPDPKS sesuai profil risiko masing-masing Direktorat
dengan cara melakukan mitigasi terhadap potensi
risiko-risiko yang bisa merugikan baik di bidang risiko
Penerimaan, Belanja, Pembiayaan, Strategik, Fraud,
Kepatuhan, Operasional dan Reputasi.
3. Pelaporan atas Manajemen Risiko yang dipaparkan
setiap bulan oleh masing-masing divisi yang kemudian
dikritisi oleh jajaran direksi. Pelaporan ini meliputi
update atas mitigasi risiko yang telah dilaksanakan
beserta perubahan atas profil risiko (bila ada).
Since 2016, BPDPKS has implemented the following
risk management:
1. Finalizing the agency’s risk profile report in
accordance with PMK Regulation No. 191/
PMK.09/2008 and has been changed to PMK No.
12/PMK.09/2016, PMK No. 171 2016_KMK 845/2016.
And in 2019, the regulation was re-harmonized
to become KMK No. 577/KMK.01/2019 regarding
the Implementation of Risk Management in the
Ministry of Finance. The risk profile of BPDPKS is
described in the report on the risk profile inherent
in the business activities of BPDPKS and the
quality of risk management implementation. The
process of identifying inherent risks is carried out
in accordance with applicable regulations from
risk taking units and the Compliance and Risk
Management Division. The identification of these
risks continues to be carried out and finalized
together with the determination of limits/risk
appetite and calculation of the weights for each risk
so that it can better describe BPDPKS actual risk
profile.
2. Improving the quality of BPDPKS risk management
implementation according to the risk profile of each
Directorate by mitigating potential risks that could
be detrimental in the areas of Revenue, Expenditure,
Financing, Strategic, Fraud, Compliance,
Operational and Reputation risks.
3. Report on Risk Management presented every month
by each division which is then inquired by the Board
of Directors. This report includes updates on risk
mitigation that has been implemented along with
changes to the risk profile (if any).

Kebijakan Manajemen Risiko Risk Management Policy

Dalam Keputusan Menteri Keuangan Nomor 577/
KMK.01/2019 dimaksud, proses manajemen risiko
merupakan bagian yang terpadu dengan proses
manajemen risiko secara keseluruhan, khususnya
perencanaan strategis, manajemen kinerja,
peganggaran dan sistem pengendalian internal, serta
menyatu dalam budaya dan proses bisnis organisasi.
Proses manajemen risiko di lingkungan BPDPKS
digambarkan sebagai berikut:
In the Decree of the Minister of Finance No. 577/
KMK.01/2019 referred to, the risk management process
is an integrated part of the overall risk management
process, specifically strategic planning, performance
management, budgeting and internal control systems,
and is integrated into the culture and business
processes of the organization. The risk management
process within BPDPKS is described as follows:

Komunikasi dan konsultasi

Communication and consultation

Perumusan Konteks Identifikasi Risiko Analisis Risiko

Context Formulation Risk Identification Risk Analysis

Evaluasi Risiko Mitigasi RIsiko Pemantauan dan Review

Risk Evaluation Risk Mitigation Monitoring and Review

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Proses Manajemen Risiko dimaksud dituangkan
dalam dokumen tata kelola Piagam Manajemen Risiko,
Dokumen Pendukung Piagam Manajemen Risiko dan
Laporan Manajemen Risiko yang diterapkan secara
periodik selama 1 (satu) tahun.
The Risk Management process referred to is stated in
the Risk Management Charter governance document,
Risk Management Charter Supporting Documents
and Risk Management Report which are implemented
periodically for 1 (one) year.

Struktur Organisasi Manajemen Organizational Structure of Risk

Risiko
BPDPKS telah membentuk Divisi Kepatuhan dan
Manajemen Risiko dengan Struktur Organisasi, sebagai
upaya penerapan Manajemen Risiko secara efektif dan
terintegrasi, Struktur Organisasi Manajemen Risiko
yang dimiliki BPDPKS adalah sebagai berikut:
Management
BPDPKS has established the Compliance and Risk
Management Division with an Organizational Structure,
as an effort to implement Risk Management more
effective and integrated, BPDPKS Risk Management
Organizational Structure is as follows:

Dewan Pengawas
Supervisory Board

Direktur Utama
President Director

Direktur Keuangan, Umum, Kepatuhan dan Manajemen Risiko

Director of Finance, General Affairs, Compliance, and Risk Management

Kepala Divisi Kepatuhan dan Manajemen Risiko

Head of Compliance and Risk Management Division

Kepatuhan Senior Staff Manajemen Risiko Junior Staff Manajemen Risiko Junior Staff Manajemen Risiko
Compliance Risk Management Senior Staff Risk Management Junior Staff Risk Management Junior Staff

Pengangkatan dan Pemberhentian Appointment and Dismissal

Kepala Divisi Kepatuhan & Manajemen Risiko The Head of the Compliance & Risk Management
diangkat dan diberhentikan oleh Direktur Utama Division is appointed and dismissed by the President
dengan persetujuan Dewan Pengawas serta Director with the approval of the Supervisory Board
dengan mempertimbangkan kualifikasi pendidikan, and taking into account educational qualifications,
pengalaman kerja dan kualifikasi sesuai dengan work experience and qualifications in accordance with
kebutuhan bisnis BPDPKS. BPDPKS business needs.

Kepala Divisi Kepatuhan & Manajemen Risiko BPDPKS
saat ini dijabat oleh Sidik Haryadi berdasarkan Surat
Keputusan Menteri Keuangan Nomor 373/KMK.01/2018
tentang Pengangkatan Dalam Jabatan pada BLU
BPDPKS.
The Head of the Compliance & Risk Management
Division of BPDPKS is still held by Sidik Haryadi based
on the Decree of the Minister of Finance No. 373/
KMK.01/2018 regarding Appointment in Position at BLU
BPDPKS.

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Kepala Divisi Kepatuhan & Manajemen Head of Compliance & Risk Management
Risiko Division

Sidik Haryadi
Kepala Divisi Kepatuhan & Manajemen Risiko
Head of Compliance & Risk Management Division

Lahir di Sleman, tanggal 8 November 1970. Lulusan Sarjana Hukum Dari Universitas Gadjah
Mada Yogyakarta (1996) dan Magister ilmu Hukum dari Universitas Gadjah Mada (2010)

Sebelum menjabat sebagai Kepala Divisi Kepatuhan & Manajemen Risiko di BPDPKS,
beliau pernah menjabat berbagai jabatan diantaranya adalah Pelaksana pada Subbagian
Sistem Informasi dan Layanan Sumber Daya Manusia di Sekretariat Direktorat Jenderal
(2018), Kepala Seksi Pembinaan Proses Bisnis dan Hukum II di Direktorat Sistem
Perbendaharaan (2016), Kepala Seksi Peraturan I Sub Direktorat Hukum di Direktorat
Sistem Manajemen Investasi (2015) dan berbagai jabatan lainnya.

Born in Sleman on November 8, 1970. Graduated with a Bachelor of Law from Universitas
Gadjah Mada, Yogyakarta (1996) and Master of Law from the same university (2010).

Prior to serving as Head of the Compliance & Risk Management Division at BPDPKS, he
held various positions including as Executive at the Information Systems and Human
Resources Services Subdivision at the Secretariat of the Directorate General (2018), Head
of Business Process Development and Legal II Section at the Directorate of Treasury
Systems ( 2016), Head of Regulation Section I Sub-Directorate of Law at the Directorate
of Investment Management Systems (2015), and various other positions.

Komposisi dan Informasi Riwayat Composition and Education

Pendidikan History Information
Jumlah Pegawai Divisi Manajemen Risiko per 31 The number of Risk Management Division employees
Desember 2020 adalah sebanyak 5 (lima) orang, as of December 31, 2020 was five people, with the
dengan riwayat pendidikan sebagai berikut: following educational history:

Komposisi dan Informasi Riwayat Pendidikan

. Composition and Education History Information

Nama Jabatan Jumlah Tingkat Bidang Studi Lembaga Tahun

. Name . Position . Amount . Level . Field of Study . Institution . Year

Sidik Haryadi Kepala Divisi 1 S2 Hukum | Law Universitas Gadjah Mada 2010
Kepatuhan dan
Manajemen Risiko S1 Hukum | Law Universitas Gadjah Mada 1996
Head of Compliance and
.

Risk Management Division

Gelly Susantry Senior Staff 1 S2 Manajemen | Management Institut Pertanian Bogor 1993
Manajemen Risiko
Senior Risk Management
.

S1 Manajemen | Management Universitas Tridinanti 1989

Staff
S1 Hukum | Law Universitas Sriwijaya 1985

D3 Ekonomi | Economy STIE Perbana Palembang 1984

Julia Rahmi Senior Staff Legal 1 S2 Global Environment and Edinburgh University 2013
. Senior Legal Staff International Climate
Change Law

S1 Hukum | Law Universitas Padjadjaran 2007

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Komposisi dan Informasi Riwayat Pendidikan

. Composition and Education History Information

Nama Jabatan Jumlah Tingkat Bidang Studi Lembaga Tahun

. Name . Position . Amount . Level . Field of Study . Institution . Year

Mina Hidayah Junior Staff 1 S2 Ilmu Ekonomi | Economic Universitas Gadjah Mada 2015
Manajemen Risiko
Junior Risk Management
.

S1 Ekonomi Pembangunan Universitas Syiah Kuala 2012

Staff . Management Economic

Aldi Bahana Junior Staff 1 S1

Prasetya Manajemen Risiko
Junior Risk Management
.

Staff

Sertifikasi Sebagai Profesi Certification as a Risk

Manajemen Risiko Management Profession
Berikut adalah daftar penambahan sertifikasi profesi The following are list of additional risk management
manajemen risiko sampai dengan 31 Desember 2020: professional certifications until December 31, 2020:

Sertifikasi profesi manajemen risiko

. Risk Management Professional Certification

Nama Sertifikasi Jumlah Sertifikasi

No
. Certification Name . Number of Certifications

1 Enterprise Risk Management Associate Professional (ERMAP) Mina Hidayah

ERMAP-1121023
28 December 2020 | December 28, 2020

2 Enterprise Risk Management Associate Professional (ERMAP) Aldi Bahana Prasetya

ERMAP ERMAP-1121023
28 December 2020 | December 28, 2020

Penerapan Manajemen Risiko Implementation of BPDPKS Risk

BPDPKS
BPDPKS telah mengimplementasikan Penerapan
manajemen risiko melalui kegiatan pengembangan
budaya sadar risiko, pembentukan struktur manajemen
risiko, dan penyelenggaraan proses manajemen
risiko. Budaya sadar risiko dikembangkan dengan
berpedoman pada nilai-nilai BPDPKS dengan
memberikan pemahaman bahwa pengelolaan risiko
menjadi bagian dari setiap proses pengambilan
keputusan di seluruh tingkatan organisasi.
Management
BPDPKS has implemented risk management
through the development of a risk-aware culture, the
establishment of a risk management structure, and the
implementation of the risk management process. A risk-
aware culture is developed based on BPDPKS values by
providing an understanding that risk management is
part of every decision-making process at all levels of
the organization.

Disamping itu, sebagai upaya dalam mencapai visi, In addition, as an effort to achieve the vision, mission,
misi, dan sasaran bisnis Badan Layanan Umum, Divisi and business goals of the Public Service Agency, the
Manajemen Risiko BPDPKS menyusun profil risiko, Risk Management Division of BPDPKS prepares a risk
melakukan monitoring dan mitigasi risiko. profile, and conducts risk monitoring and mitigation.

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Profil Risiko Risk Profile

Penyusunan profil risiko BPDPKS didasarkan
pada sasaran, faktor internal dan eksternal. Dalam
penyusunan profil risiko tersebut, BPDPKS telah
melaksanakan risk assessment di semua proses bisnis
untuk menganalisis lebih lanjut mengenai potensi-
potensi risiko dan mengklasifikasikan level risiko
menjadi beberapa tingkatan, yaitu: Sangat Rendah,
Rendah, Sedang, Tinggi dan Sangat Tinggi.
The preparation of BPDPKS risk profile is based
on targets, and internal and external factors. In
preparing the risk profile, BPDPKS has carried out
risk assessments in all business processes to further
analyze potential risks and classify risk levels into
several levels of: Very Low, Low, Medium, High, and Very
High.

Tingkatan | Level Level Risiko | Risk Level Besaran Risiko | Risk Warna | Colour
5 Sangat Tinggi | Very High 20-25

4 Tinggi | High 16-19

3 Sedang | Moderate 12-15

2 Rendah | Low 6-11

1 Sangat Rendah | Very Low 1-5

Sepanjang tahun 2020, Divisi Kepatuhan dan
Manajemen Risiko BPDPKS berfokus pada pengelolaan
kualitas perbaikan dan mitigasi dari profil risiko tahun
2020 yang yang berpotensi menimbulkan risiko-
risiko yang dapat merugikan BPDPKS baik di bidang
Keuangan, kepatuhan, Kebijakan, Fraud, Operasional
dan Reputasi. Jenis risiko (Profil Risiko) yang dihadapi
BPDPKS adalah sebagai berikut:
Throughout 2020, the Compliance and Risk
Management Division of BPDPKS focused on
managing the quality of improvement and mitigation
of the risk profile in 2020 that could potentially pose
risks that could harm BPDPKS in the areas of Finance,
Compliance, Policy, Fraud, Operations, and Reputation.
The Risk Profile faced by BPDPKS are as follows:

Peta Risiko Berdasarkan Klasifikasi Risiko

Risk Map by Risk Classification

Level Dampak | Impact Level

Matriks Analisis Risiko 1 2 3 4 5
Risk Analysis Matrix Tidak Signifikan Minor Moderat Signifikan Sangat Signifikan
Insignificant Minor Moderate Significant Very Significant

5
Level Kemungkinan | Likelihood Level

Hampir Pasti Terjadi 7 12 17 22 25

Almost Definitely Occurs

4
Sering Terjadi 4 9 14 19 24
Often Occurs

3
Kadang Terjadi 3 8 13 18 23
Sometimes Occurs

2
Jarang Terjadi 2 6 11 16 21
Rarely Occurs

1
Hampir Tidak Terjadi 1 5 10 15 20
Hardly Occurs

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Berkaitan kondisi fiskal pemerintah pusat meliputi kerangka ekonomi makro, penganggaran, perpajakan,
kepabeanan, perbendaharaan, dan pengawasan keuangan serta berkaitan dengan kekayaan negara yang
RISIKO KEUANGAN meliputi Barang Milik Negara (BMN), kekayaan negara yang dipisahkan, investasi pemerintah, dan kekayaan
negara lainnya.
FINANCIAL RISK
Related to the central government’s fiscal conditions include the macroeconomic framework, budgeting, taxation, customs,
.

treasury, and financial supervision as well as with regard to state assets which include State Property (BMN), separated state
assets, government investment, and other state assets.

RISIKO KEBIJAKAN Berkaitan dengan perumusan dan penetapan kebijakan internal maupun eksternal organisasi.
. POLICY RISK . Related to the formulation and determination of internal and external policies of the organization.

Berkaitan dengan persepsi negatif atau menurunnya tingkat kepercayaan pemangku kepentingan eksternal
RISIKO REPUTASI
terhadap organisasi
. REPUTATION RISK . Related to the negative perceptions or reduced levels of external stakeholder trust towards the organization

Berkaitan dengan perbuatan yang mengandung unsur kesengajaan, niat, menguntungkan diri sendiri atau
orang lain, penipuan, penyembunyian atau penggelapan, dan penyalahgunaan kepercayaan yang bertujuan
RISIKO FRAUD untuk memperoleh keuntungan secara tidak sah yang dapat berupa uang, barang/harta, jasa, dan tidak
membayar jasa, yang dilakukan oleh satu individu atau lebih.
FRAUD RISK
Related to the acts that contain elements of intentional, benefiting oneself or others, fraud, concealment or embezzlement, and
.

abuse of trust with the aim of obtaining illegal profits which can be in the form of money, goods/property, services, and not
paying for services, by one or more individuals.

RISIKO LEGAL Berkaitan dengan tuntutan/gugatan hukum dan upaya hukum lain kepada organisasi/jabatan.
. LEGAL RISK . Related to the lawsuits and other legal remedies against organizations/positions.

RISIKO KEPATUHAN Berkaitan dengan ketidakpatuhan organisasi atau pihak eksternal terhadap peraturan perundang-undangan,
kesepakatan internasional, atau ketentuan lain yang berlaku.
COMPLIANCE RISK
Related to the non-compliance with organizations or external parties with laws and regulations, international agreements, or
.

other applicable provisions.

RISIKO Risiko yang berkaitan dengan tidak berfungsinya proses bisnis organisasi, sistem informasi, atau
OPERASIONAL keselamatan kerja individu
. OPERATIONAL RISK . Related to the malfunctioning risks of the organization’s business processes, information systems, or individual work safety

Selain menyusun peta risiko berdasarkan kategori In addition to compiling a risk map based on risk
risiko, BPDPKS juga telah menyusun peta risiko categories, BPDPKS has also compiled a risk map
berdasarkan pada sasaran program/kegiatan selama based on program/activity targets during 2020, which
tahun 2020 yaitu sebagai berikut: are as follows:

Daftar Risiko BPDPKS Tahun 2020

. BPDPKS Risk List 2020

Besaran Risiko | Amount of Risk

Sasaran Organisasi Kejadian Risiko
No Awal Tahun Proyeksi Akhir Tahun
Organizational Target Risk Event
Beginning of the Year End of Year Projection
. .

. .

1. Pengelolaan dana kelapa sawit Penurunan yield pasar surat berharga

yang berkelanjutan . Decrease in securities market yields 19 16
Sustainable management of palm oil funds
.

2. Penetapan harga CPO yang stabil Volume biodiesel yang disalurkan belum
Stable CPO pricing dapat menstabilkan harga CPO
.

The distributed volume of biodiesel has not

.
18 15
been able to stabilize CPO prices

3. Penetapan harga CPO yang stabil Dana sawit tidak mencukupi terkait
Stable CPO pricing penyaluran dana program BPDPKS
.

Insufficient palm oil funds related to the

.
25 23
distribution of BPDPKS program funds

4. Pelayanan publik yang prima Bank terlambat memproses permintaan

Excellent public service transaksi pembelian investasi jangka
11 11
.

Panjang
Banks are late in processing requests for long-
.

term investment purchase transactions

5. Perumusan kebijakan yang optimal Data dan informasi rencana kerja dari
Optimal policy formulation stakeholder tidak diterima dengan tepat
16 15
.

waktu
Data and information on work plans from
.

stakeholders are not received in a timely manner

248
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Daftar Risiko BPDPKS Tahun 2020

. BPDPKS Risk List 2020

Besaran Risiko | Amount of Risk

Sasaran Organisasi Kejadian Risiko
No Awal Tahun Proyeksi Akhir Tahun
Organizational Target Risk Event
Beginning of the Year End of Year Projection
. .

. .

6. Komunikasi publik yang efektif Kampanye negatif tarif secara massif di

Effective public communication media masa
.

Massive negative palm oil campaign in the

.
15 7
mass media

7. Kerjasama promosi dan kemitraan Kegiatan misi dagang forum bisnis sawit
yang optimal tidak menghasilkan komitmen atau
Optimal promotion and partnership perjanjian kerja sama rencana produk sawit
.

The trade mission activities of the palm oil

.
16 15
business forum did not result in a commitment or
cooperation agreement for palm oil product plans

8. Penyaluran dana sawit yang efektif Masih banyak dana petani penerima
Effective distribution of palm oil funds dana peremajaan yang retur
.

There are still a lot of funds from farmers who

.
19 6
receive rejuvenation funds that are returned

9. Penyaluran dana sawit yang efektif Penyelenggaraan kegiatan

. Effective distribution of palm oil funds pengembangan SDM untuk pelatihan
petani belum dapat dilaksanakan
The implementation of HR development
.
22 3
activities for farmer training has not yet been
implemented

10. Penyaluran dana sawit yang efektif
. Effective distribution of palm oil funds
Belum terbitnya Peraturan Direktur
Utama terkait Penyaluran Dana Sarana
dan Prasarana
The President Director Regulation has not
.
25 6
yet been issued regarding the Distribution of
Facilities and Infrastructure Funds

11. Penyaluran dana sawit yang efektif Dana Riset tidak mencukupi untuk
. Effective distribution of palm oil funds membiayai riset-riset strategis inisiatif
dari kementerian anggota Komite
18 3
.

Pengarah
The Research Funds are insufficient to finance
.

strategic research initiatives from member

ministries of the Steering Committee

12. Pertanggungjawaban pengelolaan Penyelesaian tindak lanjut LHP BPK dan

dana yang akuntabel APIP tidak sesuai target
Responsibility for accountable fund
. Completion of follow-up LHP BPK and APIP did
.
15 11
management not meet the target

13. Pertanggungjawaban pengelolaan Penyelesaian tindak lanjut hasil monev

dana yang akuntabel pembina teknis tidak sesuai target
Responsibility for accountable fund
. The completion of the follow-up to the results
. 13 11
management of the technical advisory monev did not meet
the target

14 SDM yang kompeten dan Jumlah pejabat dan pegawai yang

berkinerja tinggi memenuhi standar kompetensi jabatan
Competent and high-performing HR di bawah target yang ditetapkan
.

The number of officials and employees who

.
14 3
meet the competency standards of positions
below the set targets

15. Organisasi yang fit for purpose Proses penerapan manajemen risiko
Organization that fit for purpose tidak sesuai target
.

The process of implementing risk management

.
15 10
did not meet the target

16. Pengelolaan sarana dan TIK yang Server aplikasi/ website BPDPKS down
optimal dan modern BPDPKS application/website server down
16 11
.

Optimal and modern management of

.

facilities and ICT

249
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

Daftar Risiko BPDPKS Tahun 2020

. BPDPKS Risk List 2020

Besaran Risiko | Amount of Risk

Sasaran Organisasi Kejadian Risiko
No Awal Tahun Proyeksi Akhir Tahun
Organizational Target Risk Event
Beginning of the Year End of Year Projection
. .

. .

17. Pengelolaan sarana dan TIK yang Data pada Sistem Aplikasi/ website
optimal dan modern hilang
Optimal and modern management of
. . Data on the Application System/website is lost 20 15
facilities and ICT
.

18. Pelaksanaan anggaran yang Terdapat program kegiatan yang

optimal dilaksanakan sesuai dengan rencana dan
Optimal budget implementation penyerapan anggaran yang tidak optimal
.

There are programs of activities carried out in

.
21 16
accordance with the plan and the absorption of
the budget is not optimal

Selera Risiko dan Toleransi Risk Appetite and Tolerance

Kriteria Selera Risiko (Risk Appetite) dan Toleransi Risiko (Risk Tolerance)
. Criteria for Risk Appetite and Risk Tolerance

Pernyataan Selera Risiko Risiko dengan tingkat eksposur saat ini (current risk level) berada di level Sedang Atau lebih tinggi,
. Risk Appetite Statement tidak bisa diterima sehingga harus dibuatkan perlakuan risiko untuk pengendaliannya.
The risk with the current risk level being at the Moderate level or higher, is unacceptable, thus risk treatment must be
.

made to control it.

Batasan Selera Risiko Nilai risiko yang dapat diterima: 1-11

. Risk Appetite Limits . Acceptable risk value: 1-11

Pernyataan Toleransi Risiko
. Risk Appetite Limits
Risiko tersisa (residual risk level) dengan tingkat eksposur berada di level Sedang atau lebih rendah
sudah dapat ditolerir, sebaliknya di level Tinggi dan Sangat Tinggi tidak dapat ditolerir, sehingga
perlu optimalisasi tindakan pencegahan atau mempersiapkan tindakan responsif sebagai antisipasi
terhadap terjadinya risiko.
The residual risk level with the exposure level being at the Moderate or lower level can be tolerated, on the contrary
.

High and Very High levels cannot be tolerated, so it is necessary to optimize preventive actions or prepare responsive
actions in anticipation of the occurrence of risks.

Batasan Tolerance Limit Nilai risiko yang tidak dapat diterima tapi dapat ditolerir: 12 -15
. Tolerance Limit . Unacceptable but tolerable risk value: 12 -15

Nilai risiko yang tidak dapat diterima dan ditolerir: 16-25

. Unacceptable and tolerable risk value: 16-25

250
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan
Services Agency Support
Laporan Pemantauan Risiko (Jenis Risk Monitoring Report (Type of
Risiko dan Mitigasi Risiko) Risk and Risk Mitigation)
Setiap risiko yang telah analisis dan dipetakan akan
dirancang upaya penyelesaiaan (mitigasi) risiko,
sebagai bentuk penanganan terhadap potensi risiko
yang muncul dalam proses bisnis dikemudian hari.
Berdasarkan pengelompokkan dan peta risiko di
atas, BPDPKS melakukan mitigasi yang bertujuan
untuk mengurangi dampak dan kerugian yang dapat
mengganggu kinerja BPDPKS.
Mitigasi Risiko Perusahaan
. Corporate Risk Mitigation
Risiko
No.
. Risk
1 Penurunan yield pasar surat
berharga
Decrease in market securities yields
.
2 Volume biodiesel yang disalurkan
belum dapat menstabilkan harga
CPO
The volume of biodiesel distributed has
. 2. Percepatan penyerapan sawit domestic
not been able to stabilize CPO prices
3 Dana Sawit tidak mencukupi
terkait penyaluran dana program
BPDPKS
Insufficient Palm Oil Funds related to
.
the distribution of BPDPKS program
funds
4 Data dan informasi rencana kerja
dari stakeholder tidak diterima
dengan tepat waktu
Data and information on work plans
.
from stakeholders are not received in a
timely manner
5 Kampanye negatif sawit secara
masif di media massa
Massive negative palm oil campaign in
.
the mass media
6 Kegiatan misi dagang dan forum
bisnis sawit tidak menghasilkan
komitmen atau perjanjian kerja
sama rencana impor produk sawit
Trade mission activities and palm
. Preparation of a target plan for the expansion of
oil business forums do not result
in commitments or cooperation
agreements on plans to import palm oil
products
7 Masih banyak dana petani
penerima dana peremajaan yang
retur
There are still a lot of funds from
. The same understanding with the banking sector
farmers who receive rejuvenation funds
that are returned
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Management Discussion and Analysis BPDPKS Good Governance
Every risk that has been analyzed and mapped will
be designed for risk mitigation efforts, as a form
of handling potential risks that arise in business
processes in the future. Based on the grouping and risk
map above, BPDPKS undertakes mitigation which aims
to reduce the impacts and losses that may interfere
with the performance of BPDPKS.
Rencana Mitigasi Risiko Output
. Risk Mitigation Plan . Output
1. Balancing portfolio 1. Portfolio aset yang memberikan imbal
2. Proyeksi nilai Imbal hasil investasi hasil optimal
1. . Portfolio balancing 2. Dokumen Proyeksi nilai imbal hasil
2. Projected return on investment
investasi
1. . Asset portfolio that provides optimal returns
2. . Document Projection of return on investment
1. Mempercepat pelaksanaan penggunaan 1. Implementasi riset yang berkaitan
sawit untuk energi terbarukan green fuel
(biohydrocarbon) 2. Penyaluran untuk konsumsi pangan
dan energi
1. Accelerate the implementation of the
. 1. Implementation of research related to green
.
use of palm oil for renewable energy fuel
(biohydrocarbon) 2. Distribution for food and energy consumption
.
2. Acceleration of domestic palm oil absorption
.
Penyusunan proyeksi pendapatan dan Dokumen Proyeksi pendapatan dan
penyaluran BPDPKS penyaluran BPDPKS
Preparation of BPDPKS revenue projections and
. Document of BPDPKS revenue projections and
.
distribution distribution
1. Menyampaikan permohonan data tepat 1. Surat permintaan data
waktu 2. Hasil Rapat Koordinasi Stakeholder
2. Koodinasi dengan stakeholder 1. Data request letter
.
1. Submitting data requests on time 2. Results of the Stakeholder Coordination
.
Meeting
.
2. Coordination with stakeholders
.
1. Publikasi berita positif sawit secara 1. Berita di Media atau Website BPDPKS
rutin. 2. Kegiatan Fellowship Journalist
2. Peningkatan kapasitas jurnalis tentang 1. . News on BPDPKS Media or Website
2. Journalist Fellowship Activities
sawit .
1. Publication of positive news on palm oil
.
regularly
2. Increasing the capacity of journalists on palm
.
oil
Penyusunan rencana target perluasan Dokumen Rencana Kerja Target Perluasan
ekspor sawit dengan melibatkan Ekspor Sawit
Kementerian Perdagangan, Kemenlu dan Document of the Work Plan for the Expansion of
.
Asosiasi Sawit Palm Oil Exports
.
palm oil exports by involving the Ministry of Trade,
the Ministry of Foreign Affairs and the Palm Oil
Association
Koordinasi dengan perbankan Pemahaman yang sama dengan pihak
. Coordination with banks perbankan terkait masala retur dana
pekebun.
.
regarding the issue of the return of farmers' funds.
251
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Mitigasi Risiko Perusahaan
. Corporate Risk Mitigation
Risiko
No.
. Risk
8 Penyelenggaraan kegiatan
pengembangan SDM untuk
pelatihan petani belum dapat
dilaksanakan
The implementation of HR development
. .
activities for farmer training has not yet
been implemented
9 Belum terbitnya Peraturan
Direktur Utama terkait Penyaluran
Dana Sarana Prasarana
The President Director Regulation
. Intensive coordination with the Directorate General
has not yet been issued regarding the
Distribution of Infrastructure Funds
10 Dana Riset tidak mencukupi untuk
membiayai riset-riset strategis
inisiatif dari kementerian anggota
komrah
Research Funds are insufficient to
.
finance strategic research initiatives
from the member ministries of the
steering committee
11 Penyelesaian tindak lanjut LHP
BPK dan APIP tidak sesuai target
Completion of follow-up LHP BPK and
. Pembina teknis
APIP did not meet the target
12 Penyelesaian tindak lanjut hasil
monev pembina teknis tidak
sesuai target
The completion of the follow-up to the
. Regular coordination meetings with related
results of the technical advisory monev
did not meet the target
13 Jumlah pejabat dan pegawai yang
memenuhi standar kompetensi
jabatan di bawah target yang
ditetapkan
The number of officials and employees
. Coordination with assessors and training
who meet the competency standards of
positions below the set targets
14 Proses penerapan manajemen
risiko tidak sesuai target
The process of implementing risk
. dalam penyusunan laporan
management did not meet the target
15 Server Aplikasi/ Website BPDPKS
Down
BPDPKS Application/Website Server
. memperbaiki
Down
252
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
Rencana Mitigasi Risiko Output
. Risk Mitigation Plan . Output
Melakukan koordinasi dengan Dirjen Keputusan Dirjen Perkebunan tentang
Perkebunan untuk percepatan penerbitan Pedoman Teknis Pengembangan SDM
peraturan turunan dari Permentan 7 tahun Kelapa Sawit
2019 Decree of the Director General of Plantations on
.
Coordinate with the Director General of Plantations Technical Guidelines for the Development of Palm
Oil Human Resources
to accelerate the issuance of derivative regulations
from Ministry of Agriculture No. 7 of 2019
Koordinasi intensif dengan Ditjen Peraturan Direktur Utama terkait
Perkebunan dan Direktorat SMI penyaluran dana sarana prasarana
Perbendaharaan Regulation of the President Director regarding the
.
.
distribution of infrastructure funds
of Plantations and the SMI Directorate of Treasury
Memberikan usulan revisi/penambahan Dokumen Revisi POK/RKAKL untuk
anggaran riset untuk semester 2 Tahun program riset
2020 POK/RKAKL Revised Documents for research
.
Provide proposals for revisions/additions to the
.
programs
research budget for the 2nd semester of 2020
Rapat koordinasi secara berkala dengan Dokumen tindak lanjut LHP/hasil monev
Direktorat terkait, BPK-RI dan APIP dan . LHP follow-up documents/monev results
Regular coordination meetings with related
.
Directorates, BPK-RI and APIP, and technical
advisors
Rapat koordinasi secara berkala dengan Dokumen tindak lanjut hasil monev
Direktorat terkait, pembina keuangan dan Monitoring and evaluation results follow-up
.
Pembina teknis document
.
Directorates, financial advisors, and technical
advisors
Melakukan koordinasi dengan Asesor, dan Pelaksanaan diklat pengembangan
provider training untuk Pengembangan kompetensi
kompetensi (termasuk pengembangan Implementation of competency development
.
kompetensi dengan metode self learning) training
.
providers for competency development (including
competency development using self-learning
methods)
Koordinasi dengan Unit Pemilik Risiko (UPR) Laporan Profil Risiko Laporan Triwulan
untuk memberikan petunjuk/pedoman Pemantauan Risiko
Risk Profile Report Risk Monitoring Quarterly
.
Coordination with the Risk Ownership Unit (UPR) to
.
Report
provide instructions/guidelines in preparing reports
1. Berkoordinasi dengan provider layanan Sistem Aplikasi dapat diakses
Sewa Server untuk dapat segera . Application system can be accessed
2. Jika server milik sendiri maka lansung
investigasi masalah, jika ada hardware
rusak maka langsung dilakukan
penggantian
1. Coordination with Server Rental service
.
providers to be able to immediately repair
2. If the server is owned, then immediately
.
investigate the problem, if any hardware is
damaged, it will be replaced immediately
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Mitigasi Risiko Perusahaan

. Corporate Risk Mitigation

Risiko Rencana Mitigasi Risiko Output

No.
. Risk . Risk Mitigation Plan . Output

16 Data pada Sistem Aplikasi/ 1. Melakukan rutin backup seluruh Memiliki file backup terupdate
Website hilang database dari setiap masing-masing . Have an updated backup file
Data on the Application System/Website
. aplikasi
is lost 2. File Backup perlu di-copy diluar dari
jaringan internal server, atau diluar data
center (redundancy)
1. Perform routine backups of the entire
.

database for each application

2. Backup files need to be copied outside the
.

server's internal network, or outside the data

center (redundancy)

17 Terdapat program kegiatan yang Koordinasi dengan Sekretariat Komite Notulen Rapat Komite Pengarah terkait
tidak dilaksanakan sesuai dengan Pengarah terkait dengan adanya perubahan perubahan kebijakan
rencana dan penyerapan anggaran kebijakan. Minutes of the Steering Committee Meeting
.

yang tidak optimal. Coordination with the Secretariat of the Steering

.
regarding policy changes
There are program activities that are
.
Committee regarding any policy changes.
not implemented according to the plan
and the absorption of the budget is not
optimal.

Jenis Risiko dan Mitigasi Risiko

. Types of Risk and Risk Mitigation

Sasaran | Target Risiko | Risk Mitigasi | Mitigation

Terwujudnya • Eksportir tidak membayar pungutan atas ekspor CPO dan/ 1. Penerapan monitoring harga
pengelolaan dana atau produk turunannya dikarenakan adanya perubahan harga referensi pungutan ekspor
kelapa sawit yang referensi, sehingga tidak ada penerimaan atas pungutan 2. Sosialisasi program kerja BPDPKS
sustainable ekspor CPO dan produk turunannya pada bulan berjalan. kepada stakeholder sawit.
• Gagal bermitra dengan Lembaga Kemasyarakatan dan Civil 3. Update informasi kegiatan BPDPKS
Society dikarenakan tidak tersosialisasinya program kerja melalui website.
BPDPKS sesuai Renstra, RBT dan roadmap promosi serta 4. Memperluas cakupan stakeholder
stakeholder sawit belum memahami bagaimana prosedur sawit
dalam pengajuan kerjasama dukungan pendanaan dan tata 1. Monitoring the reference price of export
.

kelola keuangan di BPDPKS, sehingga tidak tercapainya target levies

kegiatan dan penyaluran dana promosi 2. Socialization of BPDPKS work program to
.

• Exporters do not pay levies on exports of CPO and/or its derivative palm oil stakeholders.
products due to changes in reference prices, so there is no receipt of 3. Update information on BPDPKS activities
levies on exports of CPO and its derivative products in the current month. through the website.
• Failed to partner with Community Institutions and Civil Society due to 4. Expanding the scope of palm oil
stakeholders
.

not socializing the work program of BPDPKS according to the Strategic

Plan, RBT and promotion roadmap and palm oil stakeholders did not
understand the procedure for applying for cooperation in funding
support and financial governance at BPDPKS, so that the target of
activities and distribution of promotional funds was not achieved.

SDM yang kompetitif
. Competitive HR
Jumlah peserta /pegawai yang mengikuti pelatihan sesuai SKJ 1. Menyusun jadwal pelatihan
kurang dari jumlah yang dipersyaratkan dikarenakan jadwal berikutnya
pelatihan bersamaan dengan pelaksanaan tugas dinas unit/divisi 2. Melakukan kerja sama dengan
dan terdapat kesulitan mencari tempat penyelenggara pelatihan lembaga pelatihan
yang sesuai dengan SKJ, sehingga terdapat penurunan kinerja. 1. Arrange the next training schedule
The number of participants/employees participating in the training according
.
2. Cooperating with training institutions
to the SKJ is less than the required number because the training schedule
coincides with the implementation of the unit/division service duties and
there are difficulties in finding a place for the training provider that is in
accordance with the SKJ, resulting in a decrease in performance.

Penyelenggaraan
penyaluran dana untuk
promosi dan kemitraan
Organizing the distribution
. bagaimana prosedur dalam pengajuan kerjasama dukungan
of funds for promotions
and partnerships
Gagal bermitra dengan perusahaan dikarenakan tidak 1. Sosialisasi program kerja BPDPKS
tersosialisasinya program kerja BPDPKS sesuai Restra, RBT dan kepada stakeholder sawit.
roadmap promosi serta stakeholder sawit belum memahami 2. Update informasi kegiatan BPDPKS
melalui website.
pendanaan dan tata kelola keuangan di BPDPKS, sehingga tidak 3. Memperluas cakupan stakeholder
tercapainya target kegiatan dan penyaluran dana kemitraan. sawit
Failed to partner with a company due to the lack of socialization of the 1. Socialization of BPDPKS work program to
palm oil stakeholders.
.

BPDPKS work program in accordance with the Strategic Plan, RBT and
promotion roadmap, and the palm oil stakeholders did not understand the 2. Update information on BPDPKS activities
procedure for submitting cooperation for funding support and financial through the website.
governance at BPDPKS, so that the target of activities and distribution of 3. Expanding the scope of palm oil
partnership funds was not achieved. stakeholders

253
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020
2020 Performance Highlights
Jenis Risiko dan Mitigasi Risiko
. Types of Risk and Risk Mitigation
Sasaran | Target
Perencanaan kebijakan
yang berkualitas
. Quality policy planning
Organisasi yang
kondusif
. Conducive organization
Pengelolaan Sarana
dan TIK yang optimal
dan modern
Optimal and modern
. dan/atau dalam jumlah yang banyak, sehingga terdapat penurunan
management of facilities
and ICT
254
Laporan Manajemen Profil BPDPKS
Management Report BPDPKS Profile
Risiko | Risk Mitigasi | Mitigation
Data dan informasi yang diterima dari stakeholder tidak tepat 1. Menyampaikan permohonan data
waktu dikarenakan pelaksanaan pengumpulan data tidak sesuai tepat waktu
dengan waktu yang diatur di dalam Perdirut no. 14/DPKS/2017, 2. Simplifikasi formulir permintaan
sehingga penyelesaian kebijakan strategis tidak tepat waktu. data
The data and information received from stakeholders were not timely because 1. Submitting data requests on time
2. Simplify the data request form
.
the implementation of data collection did not match the time stipulated in
Decree of the President Director No. 14/DPKS/2017, thus the completion of
strategic policies was not timely also.
Nilai pengelolaan kinerja berbasis SFO di bawah syarat yang 1. Melakukan performance dialogue
ditentukan dikarenakan kurangnya dokumentasi kegiatan internal
pengelolaan kinerja dan kurang terlibatnya manajemen dalam 2. Melakukan koordinasi dengan
proses pengelolaan kinerja, sehingga terdapat penurunan kinerja. pembina teknis dan bagian OTL
3. Melakukan legal review dan diskusi
Penyelesaian legal drafting produk hukum tidak tepat waktu produk hukum
dikarenakan kurangnya pemahaman unit terkait terhadap regulasi 4. Membuat template dan diskusi
dan proses bisnis yang akan menjadi dasar penyusunan legal terkait perjanjian kerjasama dengan
drafting sehingga perlu banyak perubahan dan perbaikan dan pihak eksternal
jumlah permintaan review draft legal sangat besar, sementara 1. Conduct internal performance dialogue
jumlah staf legal hanya satu orang, sehingga legal drafting produk 2. Coordinate with technical advisors and
hukum tidak memenuhi target waktu dan tidak tepat sasaran OTL division
3. Conduct legal reviews and discussions on
Penyelesaian draft kontrak perjanjian kerjasama BPDPKS dengan
legal products
pihak lain tidak tepat waktu dikarenakan dokumen pendukung 4. Create templates and discussions related
kontrak perjanjian to cooperation agreements with external
kerjasama BPDPKS dengan pihak lain tidak lengkap dan jumlah parties
permintaan review draft legal sangat besar, sementara jumlah
staf legal hanya satu orang, sehingga draft kontrak perjanjian
kerjasama BPDPKS dengan pihak lain tidak memenuhi target
waktu dan tidak efektif
The value of SFO-based performance management is below the specified
.
conditions due to the lack of documentation of performance management
activities and management’s lack of involvement in the performance
management process, resulting in a decrease in performance.
The completion of the legal drafting of legal products was not timely due to
.
the lack of understanding of the relevant units on regulations and business
processes that would be the basis for the preparation of legal drafting so that
many changes and improvements were needed and the number of requests for
review of legal drafts was very large, while the number of legal staff was only
one person, so it was legal. drafting of legal products did not meet the target
time and was not right on target Completion of the draft BPDPKS cooperation
agreement with other parties was not timely due to the supporting documents
of the agreement contract
BPDPKS cooperation with other parties is incomplete and the number of
.
requests for review of legal drafts is very large, while the number of legal
staff is only one person, so that the draft BPDPKS cooperation agreement
with other parties does not meet the target time and is not effective
Aplikasi yang diselesaikan kurang dari target dikarenakan 1. Melakukan performance dialogue
kurangnya jumlah personil /SDM yang mengerti pemrograman/ internal
software serta permintaan dari user/unit yang bersifat mendadak 2. Melakukan koordinasi dengan
pembina teknis dan bagian OTL
kinerja Data profil BPDPKS pada aplikasi BIOS tidak valid 3. Melakukan legal review dan diskusi
dikarenakan adanya salah input data oleh petugas, sehingga produk hukum
terdapat gangguan terhadap layanan organisasi. 4. Membuat template dan diskusi
Belum tersedianya database yang terpusat dikarenakan terkait perjanjian kerjasama dengan
kemampuan petugas kurang memadai dan database berdiri sendiri pihak Eksternal
sesuai aplikasi yang ada, sehingga terdapat gangguan terhadap 1. Conduct internal performance dialogue
layanan organisasi. 2. Coordinate with technical advisors and
OTL division
3. Conduct legal reviews and discussions on
Applications completed less than the target is due to the lack of personnel/HR
legal products
.
who understand per program/software and requests from users/units that are
4. Create templates and discussions related
sudden and/or in large numbers, so that there is a decrease in performance.
to cooperation agreements
BPDPKS profile data in the BIOS application is not valid due to incorrect data
input by officers, so that there is a disruption to the organization’s services.
The unavailability of a centralized database due to inadequate staff
.
capabilities and a stand-alone database according to existing applications, so
that there are disruptions to organizational services.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

Jenis Risiko dan Mitigasi Risiko

. Types of Risk and Risk Mitigation

Sasaran | Target Risiko | Risk Mitigasi | Mitigation

Pertanggung jawaban Dokumen pendukung belum tersedia dikarenakan dokumen yang One-on-one meeting dengan
pengelolaan dana yang bersifat ketentuan/peraturan memerlukan proses pembuatan dan pihak terkait
akuntabel penyelesaian yang memakan waktu yang lebih lama, sehingga . One-on-one meeting with related parties
Accountable fund
. target penyelesaian tindak lanjut temuan BPK/APIP tidak tercapai.
management Supporting documents are not yet available because documents that
.

a stipulation/regulatory require a time-consuming manufacturing and

completion process, so that the target for completion of the follow-up to BPK/
APIP findings is not achieved.

Laporan Kegiatan Divisi BPDPKS Risk Management and

Kepatuhan dan Manajemen Risiko Compliance Division Activity
BPDPKS Report
Selama tahun 2020, Divisi Kepatuhan dan Manajemen
Risiko telah melaksanakan seluruh kegiatan sesuai
dengan tugas dan tanggung jawabnya, antara lain:
1. Melaksanakan review atas kepatuhan penyusunan
profil risiko dan rencana mitigasi risiko direktorat;
2. Melaksanakan review atas kepatuhan pelaksanaan
rencana mitigasi risiko; dan
3. Memantau tindak lanjut hasil review dan/atau audit
manajemen risiko.
Throughout 2020, the Compliance and Risk Management
Division has carried out all activities in accordance with its
duties and responsibilities, including:
1. Carry out a review on compliance with the preparation of
the risk profile and the directorate's risk mitigation plan;
2. Carry out a review of compliance with the
implementation of the risk mitigation plan; and
3. Monitor the follow-up on the results of the risk
management review and/or audit.

Penilaian Atas Kinerja Bidang Assessment of the Performance

Manajemen Risiko
Penilaian Atas Kinerja Divisi Kepatuhan dan
Manajemen Risiko dilakukan dengan berdasarkan
pada Kinerja Bidang Manajemen Risiko sebagaimana
yang diatur dalam komponen KPI (Key Performance
Indicators) sebagai Tingkat Kematangan Penerapan
Manajemen Risiko. Penilaian Tingkat Kematangan
Penerapan Manajemen Risiko tahun 2020 dilakukan
melalui self assessment berdasarkan formulir
lembar kerja pelaksanaan tugas manajemen risiko
berpedoman pada KEP-239/PB/2020. Unsur penilaian
penerapan manajemen risiko terdiri dari: (1) kepatuhan
penyampaian laporan; (2) kualitas laporan; dan (3)
pengembangan budaya sadar risiko.
of the Risk Management Division
Evaluation on the Performance of the Compliance
and Risk Management Division is carried out based
on the Performance of the Risk Management Division
as stipulated in the KPI (Key Performance Indicators)
component as the Maturity Level of Risk Management
Implementation. Assessment of the Maturity Level of
Risk Management Implementation in 2020 is carried out
through self-assessment based on the risk management
task implementation worksheet form guided by KEP-
239/PB/2020. The elements of the assessment of the
implementation of risk management consist of: (1)
compliance with the submission of reports; (2) report
quality; and (3) the development of a risk-aware culture.

Realisasi pencapaian Tingkat Kematangan Penerapan
Manajemen Risiko tahun 2020 adalah sebesar 97,31
melebihi target sebesar 80%. Hal ini menunjukkan
bahwa komitmen, komunikasi yang berkelanjutan,
pemahaman dan adanya budaya sadar risiko dari
semua pihak dalam lingkup BPDPKS yang diharapkan
mampu meningkatkan kemungkinan pencapaian visi,
misi, sasaran organisasi dan peningkatan kinerja serta
melindungi dan meningkatkan nilai tambah BPDPKS.
The realization of the Maturity Level of Risk Management
Implementation in 2020 was 97.31, exceeding
the target of 80%. This shows that commitment,
continuous communication, understanding, and a risk-
aware culture from all parties within the BPDPKS are
expected to increase the possibility of achieving the
vision, mission, organizational goals and performance
improvement as well as protecting and increasing the
added value of BPDPKS.

255
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Sistem Pengendalian Internal
Internal Control System
Sistem Pengendalian Internal merupakan proses
yang berhubungan pada suatu tindakan yang
dilakukan secara terus menerus dalam jangka panjang
oleh pimpinan dan seluruh pegawai. Hal ini untuk
memberikan motivasi dan keyakinan atas tercapainya
tujuan organisasi melalui kegiatan yang efektif dan
efisien, keandalan pelaporan keuangan, pengamanan
aset perusahaan, dan ketaatan terhadap peraturan
perundang-undangan. Penerapan sistem pengendalian
internal BPDPKS telah sesuai dengan Peraturan
Menteri Keuangan Nomor 200/PMK.05/2017 tentang
Sistem Pengendalian Intern Badan Layanan Umum.
Sistem Pengendalian Internal yang efektif menjadi salah
satu komponen penting dalam manajemen BPDPKS serta
menjadi pedoman bagi seluruh kegiatan operasional
perusahaan yang sehat dan aman. Sistem Pengendalian
Internal yang efektif dapat membantu menjaga aset
BPDPKS, meningkatkan kepatuhan BPDPKS terhadap
ketentuan dan peraturan perundang-undangan yang
berlaku, menjamin tersedianya pelaporan keuangan dan
manajerial yang terpercaya, serta mengurangi risiko
terjadinya kerugian, penyimpangan dan pelanggaran
aspek kehati- hatian. Sebagai upaya dalam meningkatkan
kepatuhan BPDPKS terhadap ketentuan dan peraturan
perundang-undangan yang berlaku, Satuan Pemeriksa
Internal terus berusaha untuk memastikan bahwa
keputusan, kebijakan dan seluruh aktivitas bisnis
dilakukan BPDPKS telah sesuai dengan ketentuan hukum
serta peraturan perundang-undangan yang berlaku.
Kerangka Kerja
Direksi BPDPKS menerapkan sistem pengendalian
internal melalui penerapan prosedur dan dan kebijakan
secara konsisten, baik terkait dengan kegiatan usaha,
manajemen risiko perusahaan, pembagian tugas dan
pendelegasian wewenang yang jelas, perencanaan
strategis yang akurat, serta kebijakan akuntansi
yang memadai. Sedangkan Dewan Pengawas
mengawasi kewajaran dan transparansi penyusunan
laporan keuangan dan pengelolaan risiko dengan
memperhatikan prinsip kehati-hatian yang dibantu
oleh Komite Audit.
Sejalan dengan penerapan Sistem Pengendalian
Internal yang efektif, BPDPKS memiliki Fungsi Internal
Audit sebagai bagian yang tidak terpisahkan dalam
pengendalian Internal Audit secara keseluruhan.
Konsep Sistem Pengendalian Internal sejalan
dengan kerangka Sistem Pengendalian Internal
dari Committee of Sponsoring Organizations of the
Treadway Commission (COSO) dimana di dalamnya
terdiri dari lima elemen utama yang satu sama lain
saling berkaitan, yaitu:
256
Profil BPDPKS
BPDPKS Profile
The Internal Control System is a process related
to an action that is carried out continuously in the
long term by the management and all employees.
This is to provide motivation and confidence in the
achievement of organizational goals through effective
and efficient activities, reliability of financial reporting,
safeguarding Company assets, and compliance with
laws and regulations. The implementation of the
BPDPKS internal control system is in accordance with
the Regulation of the Minister of Finance No. 200/
PMK.05/2017 regarding the Internal Control System for
Public Service Agencies.
An effective Internal Control System is one of the
important components in the management of BPDPKS
as well as a guide for all healthy and safe company
operations. An effective Internal Control System can
help safeguard BPDPKS assets, improve BPDPKS
compliance with applicable laws and regulations,
ensure the availability of reliable financial and
managerial reporting, and reduce the risk of losses,
irregularities and prudential aspects. As an effort to
improve BPDPKS compliance with applicable laws
and regulations, the Internal Audit Unit continues to
strive to ensure that decisions, policies and all business
activities carried out by BPDPKS are in accordance with
applicable laws and regulations.
Work Outline
BPDPKS’s Board of Directors implements an internal
control system through consistent application of
procedures and policies, both related to business
activities, corporate risk management, clear division
of tasks and delegation of authority, accurate
strategic planning, and adequate accounting policies.
Meanwhile, the Supervisory Board oversees the
fairness and transparency of the preparation of
financial reports and risk management by taking into
account the precautionary principle assisted by the
Audit Committee.
In line with the implementation of an effective Internal
Control System, BPDPKS has an Internal Audit
Function as an integral part of the overall Internal Audit
control. The concept of the Internal Control System is in
line with the Internal Control System framework from
the Committee of Sponsoring Organizations of the
Treadway Commission (COSO) which consists of five
main elements that are interrelated with each other,
they are:
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Pengendalian Lingkungan
Lingkungan pengendalian diciptakan dengan disiplin
dan terstruktur melalui:
y Penegakan integritas dan nilai etika;
y Komitmen terhadap kompetensi sumber daya
manusia;
y Kepemimpinan yang kondusif;
y Pembentukan struktur organisasi yang sesuai
dengan kebutuhan;
y Pendelegasian wewenang dan tanggung jawab
yang tepat; dan
y Penyusunan dan penerapan kebijakan yang sehat
tentang pembinaan sumber daya manusia.
ldentifikasi dan Analisis Risiko
ldentifikasi risiko bertujuan untuk menjelaskan dan
menentukan segala risiko yang dapat mempengaruhi
pencapaian sasaran organisasi BPDPKS. Risiko-risiko
tersebut meliputi kejadian, penyebab, maupun dampak
risiko. Analisis risiko bertujuan untuk menentukan
besaran risiko dan level risiko. Analisis risiko dilakukan
dengan cara menentukan level kemungkinan dan
level dampak terjadinya risiko berdasarkan kriteria
risiko, setelah mempertimbangkan keandalan sistem
pengendalian yang ada. Penjelasan lebih lengkap
dapat dilihat pada Bab Tata Kelola BPDPKS bagian
Manajemen Risiko pada Laporan Tahunan ini.
Aktivitas Pengendalian
Dalam rangka penyelenggaraan aktivitas pengendalian,
dilakukan tindakan-tindakan dalam suatu proses
pengendalian terhadap kegiatan BLU BPDPKS pada
setiap tingkat dan unit dalam struktur organisasi BLU
BPDPKS, melalui:
y Reviu kinerja BLU BPDPKS;
y Pengendalian atas perekrutan dan pembinaan
sumber daya manusia;
y Pengendalian atas pengelolaan sistem informasi;
y Pengendalian fisik atas asset;
y Penetapan dan reviu atas indikator dan ukuran
kinerja;
y Pemisahan fungsi;
y Otorisasi atas transaksi;
y Pencatatan yang akurat dan tepat waktu atas
transaksi dan kejadian;
y Pembatasan akses atas sumber daya dan
pencatatannya;
y Akuntabilitas terhadap sumber daya dan
pencatatannya;
y Dokumentasi yang baik atas Sistem Pengendalian
Intern dan transaksi.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Environmental Control
Environmental control is created in a disciplined and
structured manner through:
y Enforcement of integrity and ethical values:
y Commitment to human resource competence;
y
y Conducive leadership;
y Establishment of an fitting to needs organizational
structure;
y Appropriate delegation of authority and
responsibility; and
y Formulation and implementation of sound policies
on human resource development.
Risk Identification and Analysis
Risk identification aims to explain and determine all
risks that may affect the achievement of BPDPKS
organizational goals. These risks include events, causes,
and impacts of risks. Risk analysis aims to determine
the amount of risk and the level of risk. Risk analysis is
conducted by determining the level of possibility, and
level of impact of the occurrence of risk based on risk
criteria, after considering the reliability of the existing
control system. A more complete elaboration can be
seen in the BPDPKS Governance Chapter of the Risk
Management section of this Annual Report.
Activities Control
In order of implementing activities control, actions
are taken in a process of controlling BPDPKS BLU
activities at every level and unit within the BPDPKS
BLU organizational structure, through:
y Performance review of BPDPKS BLU;
y Control over the recruitment and development of
human resources;
y Control over the management of information systems;
y Physical control over assets;
y Establishment and review of performance indicators
and measures;
y Separation of functions;
y Authorization of transactions;
y Accurate and timely recording of transactions and
events;
y Restrictions on access to resources and their
records;
y Accountability for resources and records;
y Good documentation of the Internal Control System
and transactions.
257
 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Sistem informasi dan Komunikasi
Sistem informasi merupakan proses penyajian
informasi mengenai kegiatan operasional, keuangan,
serta ketaatan terhadap peraturan perundang-
undangan, melalui:
y Penyediaan dan pemanfaatan berbagai bentuk dan
sarana komunikasi; dan
y Pembangunan, pengelolaan, pengembangan,
dan pembaharuan sistem informasi secara terus
menerus.
Pemantauan Pengendalian
Pemantauan pengendalian dilakukan melalui proses
penilaian terhadap kualitas sistem pengendalian intern
pada setiap tingkat dan unit dalam struktur organisasi
BLU BPDPKS termasuk fungsi pengawasan intern,
sehingga dapat dilaksanakan secara optimal.
Evaluasi Efektivitas Sistem
Pengendalian Internal
Tahun 2020, SPI melakukan evaluasi atas pelaksanaan
Sistem Pengendalian Internal BPDPKS melalui:
y Audit atas pelaksanaan tugas pada Direktorat
Kemitraan;
y Melakukan pengujian serta evaluasi pelaksanaan
pengendalian internal dan sistem manajemen risiko;
y Review laporan keuangan yang berdasar pada
Standar Akuntansi Pemerintah (SAP) dan Standar
Akuntansi Keuangan (SAK).
y Melakukan pengujian Pengendalian Internal atas
Pelaporan Keuangan secara semesteran bekerja
sama dengan Kepatuhan
Tujuan pelaksanaan evaluasi sistem pengendalian
internal adalah untuk memberikan kepercayaan dan
keyakinan yang tinggi bahwa seluruh tujuan dari
pelaksanaan kegiatan dapat dilaksanakan dengan baik.
Secara berkala juga dilakukan penilaian mandiri atas
penerapan sistem pengendalian internal BPDPKS.
258
Profil BPDPKS
BPDPKS Profile
Information System and Communication
The information system is the process of presenting
information regarding operational, financial activities,
and compliance with laws and regulations, through:
y Provision and utilization of various forms and means
of communication; and
y Development, management, expansion, and
continuous updating of information systems.
Monitoring Control
Monitoring control is conducted through an assessment
process of the internal control system quality at each
level and unit within the organizational structure of
BPDPKS BLU including the internal control function, so
that it can be carried out optimally.
Evaluation of the Internal Control
System Effectiveness
In 2020, IAU will evaluate the implementation of
BPDPKS Internal Control System through:
y Audit on the implementation of duties at the
Partnerships Directorate;
y Examining and evaluating the implementation of
internal control and risk management systems;
y Review of financial statements based on
Government Accounting Standards (SAP) and
Financial Accounting Standards (SAK).
y Examining Internal Control over Financial Reporting
on a semi-annual basis in collaboration with
Compliance.
The purpose of implementing the internal control
system evaluation is to provide great confidence and
self-assurance that all objectives of the activities can
be carried out properly. Periodically, self-assessment
is also carried out on the implementation of BPDPKS
internal control system.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Kode Etik BPDPKS
BPDPKS Code of Ethics
Kode Etik berperan sebagai pedoman perilaku yang
mengatur hubungan etika bisnis dan kerja antar elemen
di BPDPKS. Hal tersebut khususnya terkait hubungan
yang dilandasi atas profesionalitas yang diharapkan
dapat terus memberikan nilai tambah bagi proses
pengelolaan BPDPKS.
Dalam penerapannya, BPDPKS berpedoman pada
Peraturan Menteri Keuangan Nomor 190/PMK.01/2018
tentang Kode Etik dan Tata Tertib Pegawai Negeri Sipil
di Lingkungan Kementerian Keuangan sebagai induk
organisasi BPDPKS. Di samping itu, terdapat beberapa
aspek yang disesuaikan, mengingat pegawai BPDPKS
tidak hanya berasal dari Pegawai Negeri Sipil (PNS) saja,
melainkan juga banyak berasal dari profesional non
Pegawai Negeri Sipil.
BPDPKS telah menerbitkan pedoman kode etik
berdasarkan Keputusan Direktur Utama No. KEP-628/
DPKS/2019 tentang Kode Etik Badan Pengelola Dana
Perkebunan Kelapa Sawit yang telah disahkan dan
mulai diterapkan pada akhir tahun 2019. Kode Etik
tersebut mengarahkan pegawai dalam bersikap dan
berperilaku di lingkungan BPDPKS. Pegawai dapat
dikenakan sanksi moral apabila melanggar kode etik
yang telah berlaku.
Pokok Muatan Kode Etik
Isi pokok Kode Etik meliputi Etika Kerja dan Etika
Bisnis yang merupakan tanggung jawab seluruh lini
manajemen BPDPKS mencakup pegawai, Direksi,
Dewan Pengawas dan Komite di bawah Dewan
Pengawas untuk berperilaku sesuai dengan budaya
BPDPKS.
Nilai-Nilai Budaya BPDPKS
Nilai-nilai budaya BPDPKS merupakan landasan
atas penyusunan Kode Etik BPDPKS, dimana nilai-
nilai tersebut sebagai pedoman seluruh anggota
BPDPKS dalam menjalankan tugas dan tanggung
jawabnya. Nilai-Nilai dan budaya BPDPKS terdiri
dari “integritas, Profesionalisme, Sinergi, Pelayanan
dan Kesempurnaan”. Penjelasan yang lebih lengkap
mengenai Nilai-Nilai dan Budaya BPDPKS telah
diuraikan pada Bab Profil BPDPKS bagian Nilai-Nilai
dan Budaya BPDPKS.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
The Code of Ethics acts as a code of conduct that
regulates the relationship between business and work
ethics between elements in BPDPKS. This is especially
related to relationships based on professionalism
which are expected to continue provide added value to
BPDPKS management process.
In its application, BPDPKS is guided by the Minister of
Finance Regulation No. 190/PMK.01/2018 regarding the
Code of Ethics and Code of Conduct for Civil Servants
within the Ministry of Finance as the parent organization
of BPDPKS. In addition, there are several aspects that
are adjusted, seeing that BPDPKS employees do not
only originated from Civil Servants (PNS), but also
many originate from professionals.
BPDPKS has issued a code of ethics guidelines based
on the President Director’s Decree No. KEP-628/
DPKS/2019 regarding the Code of Conduct at Badan
Pengelola Dana Perkebunan Kelapa Sawit which has
been ratified and began to be implemented at the end
of the 2019. Code of Ethics It directs employees to
behave and behave within the BPDPKS environment.
Employees can be subject to moral sanctions if they
violate the applicable code of ethics.
Main Contents of the Code of
Ethics
The main contents of the Code of Ethics include Work
Ethics and Business Ethics which are the responsibility
of all ranks of BPDPKS management including
employees, Board of Directors, Supervisory Board, and
Committees under the Supervisory Board to behave in
accordance with BPDPKS culture.
BPDPKS Cultural Values
BPDPKS cultural values are the basis for the preparation
of BPDPKS Code of Ethics, where these values serve
as guidelines for all BPDPKS members in carrying out
their duties and responsibilities. BPDPKS values and
culture consist of “Integrity, Professionalism, Synergy,
Service and Perfection”. A more complete explanation
of BPDPKS Values and Culture has been described in
the BPDPKS Profile Chapter of BPDPKS Values and
Culture section.
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Pemberlakuan Kode Etik
BPDPKS menerapkan etika bisnis dan etika kerja di
dalam setiap kegiatan usahanya, dimana etika bisnis
menjadi acuan bagi BPDPKS dalam melaksanakan
segala kegiatan usaha termasuk interaksi dengan
stakeholder. Sedangkan etika kerja adalah sistem yang
menjadi pedoman bagi setiap pegawai dan pimpinan
dalam melaksanakan tugas dan kewajibannya termasuk
etika hubungan antar Pegawai dan BPDPKS.
Setiap tahun, BPDPKS senantiasa membangun
budaya kepatuhan terhadap Kode Etik yang berlaku di
seluruh lini organisasi. Hal tersebut dilakukan melalui
sosialisasi Nilai-Nilai Budaya BPDPKS pada Pegawai
BPDPKS melalui acara-acara besar BPDPKS seperti
Employee Gathering yang secara rutin dilakukan
oleh BPDPKS dalam rangka membangun menambah
semangat dan kekompakan dalam bekerja.
Upaya Penegakan Kode Etik
Pedoman kode etik BPDPKS sebagai acuan perilaku bagi
seluruh pegawai. Oleh karena itu, BPDPKS berupaya
melakukan penegakan kode etik guna menciptakan
kedisiplinan pegawai dalam menjalankan tugas pokok
dan fungsi nya, BPDPKS menganut pedoman yang telah
ditetapkan Pemerintah yaitu Peraturan Pemerintah
Nomor 53 Tahun 2010 tentang Disiplin Pegawai Negeri
Sipil.
Jumlah Pelanggaran Disiplin
Sepanjang tahun 2020, terdapat satu pelanggaran
Disiplin BPDPKS dengan pemberhentian tidak
hormat. Pelanggaran tersebut dilakukan oleh salah
satu pegawai yang melanggar kepatuhan jam kerja.
Pegawai tersebut melakukan pelanggaran dengan cara
terlambat masuk kerja (TL), tidak masuk kerja (X), dan
pulang sebelum waktu yang ditentukan (PSW) dengan
akumulasi pelanggaran lebih dari 46 hari kerja.
260
Profil BPDPKS
BPDPKS Profile
Enforcement of the Code of Ethics
BPDPKS enforces business ethics and work ethics in
every business activity, where business ethics becomes
a reference for BPDPKS in carrying out all business
activities including interactions with stakeholders.
Meanwhile, work ethics is a system that serves as a
guide for every employee and leader in carrying out
their duties and obligations, including the ethics of
relations between employees and BPDPKS.
Each year, BPDPKS always builds a culture of compliance
with the Code of Ethics that applies to all ranks of the
organization. This is completed through the socialization of
BPDPKS Cultural Values to BPDPKS Employees through
big BPDPKS events such as Employee Gatherings which
are routinely carried out by BPDPKS in order to increase
enthusiasm and cohesiveness at work.
Measures to Enforce the Code of
Ethics
BPDPKS code of ethics guidelines as a behavioral
reference for all employees. Therefore, BPDPKS
seeks to enforce the code of ethics in order to create
employee discipline in carrying out its main duties and
functions, BPDPKS adheres to the guidelines set by the
Government, which is Government Regulation No. 53 of
2010 regarding Civil Servant Discipline.
Number of Discipline Violations
Throughout 2020, there was one BPDPKS Disciplinary
violations with a dishonorable dismissal. The violation
was committed by one employee who violated the
working hours compliance. The employee committed a
violation by being late for work (TL), not coming to work
(X), and leaving before the appropriate time (PSW) with
accumulated violations of more than 46 working days.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Whistleblowing System
Whistleblowing System
BPDPKS berkomitmen dalam penerapan best practice
good governance guna menjamin perlindungan
terhadap hak-hak pemangku kepentingan serta risiko
adanya pelanggaran peraturan oleh pihak tertentu.
Oleh karena itu, BPDPKS telah menerapkan Aplikasi
Whistleblowing System (WBS) yang berfungsi sebagai
media penyampaian pelanggaran (pengaduan) yang
terjadi dan diketahui baik oleh stakeholders, karyawan,
maupun pimpinan. Saat ini aplikasi WBS BPDPKS
masih mengacu pada WBS Kementerian Keuangan.
WBS Kementerian Keuangan merupakan aplikasi
yang disediakan oleh Kementerian Keuangan bagi
individu yang memiliki informasi dan ingin melaporkan
segala sesuatu tindakan pelanggaran yang terjadi di
lingkungan Kementerian Keuangan Republik Indonesia.
Penerapan WBS
Prosedur penyampaian laporan pelanggaran yang
diterima akan diteruskan kepada Divisi Kepatuhan
dan Manajemen Risiko dan/atau lnspektorat Bidang
lnvestigasi (lBl) yang merupakan pihak eksternal
BPDPKS. Seluruh organ BPDPKS, yaitu Dewan
Pengawas, Direksi,dan seluruh elemen maupun
pegawai BPDPKS hingga pemangku kepentingan
lainnya dapat melaporkan atas terjadinya tindak
pelanggaran. Sedangkan pihak yang dapat dilaporkan
sebagai pelaku pelanggaran adalah Dewan Pengawas,
Direksi, dan seluruh pegawai.
Jenis Pelanggaran yang Dapat
Dilaporkan
Jenis pelaporan pelanggaran yang dapat disampaikan
melalui mekanisme WBS berkaitan dengan dugaan
korupsi, pencurian, kecurangan (fraud), praktik suap,
gratifikasi, pembocoran rahasia BPDPKS, pelanggaran
etika, pemerasan, penggelapan aset, penipuan,
benturan kepentingan, perbuatan tidak etis/tidak
semestinya secara rahasia, tindakan yang melanggar
hukum dan kebijakan prosedur perilaku melawan
hukum, anonim dan mandiri yang digunakan untuk
mengoptimalkan peran serta Insan BPDPKS dan pihak
lainnya dalam mengungkapkan pelanggaran yang
terjadi di lingkungan BPDPKS.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
BPDPKS is committed to implementing best practice
good governance to ensure the protection of
stakeholders’ rights and the risk of violating regulations
by certain parties. Therefore, BPDPKS has implemented a
Whistleblowing System (WBS) application that functions
as a medium for submitting violations (complaints) that
occur and are known to stakeholders, employees, and
leaders. Currently, the BPDPKS WBS application still
refers to the Ministry of Finance’s WBS.
Ministry of Finance’s WBS is an application provided
by the Ministry of Finance for individuals who have
information and wish to report any violations that
occur within the Ministry of Finance of the Republic of
Indonesia.
WBS Implementation
The procedure for submitting reports is, the violations
received will be forwarded to the Compliance and
Risk Management Division and/or the Inspectorate
for Investigation (IBL) which is an external party to
BPDPKS. All BPDPKS organs, namely the Supervisory
Board, Board of Directors, and all elements and
employees of BPDPKS to other stakeholders can report
violations. Meanwhile, parties that can be reported as
perpetrators of violations are the Supervisory Board,
the Board of Directors, and all employees.
Types of Violations That Can Be
Reported
Types of violations that can be submitted through the
WBS mechanism relate to allegations of corruption,
theft, fraud, bribery, gratification, leaking of BPDPKS
secrets, ethical violations, extortion, embezzlement
of assets, scam, conflicts of interest, unethical/
inappropriate acts, unlawful acts and unlawful conduct
procedure policies, anonymous and independent
which is used to optimize the participation of BPDPKS
Personnel and other parties in disclosing violations that
occur within the BPDPKS environment.
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Media Komunikasi dan
Penyampaian Laporan
Pelanggaran
BPDPKS memiliki 4 (empat) media komunikasi sebagai
sistem saluran WBS dalam penyampaian Laporan
pelanggaran atau pengaduan dari stakeholders, yaitu:
Telepon E-mail
Phone
(021) 39832091 pengaduan@bpd.or.id
Perlindungan Bagi Pelapor
Mekanisme tindak lanjut atas setiap pengaduan/
penyingkapan wajib mengedepankan aspek kerahasiaan,
asas praduga tidak bersalah dan profesionalisme.
Oleh karena itu, BPDPKS telah menyusun
kebijakan perlindungan terhadap pelapor dengan
mempertimbangkan beberapa aspek sebagai berikut:
1. Menjamin perlindungan kerahasiaan atas identitas
dari pelapor dan akan menggunakan berbagai
cara untuk menjaga kerahasiaan identitas pelapor.
Hal ini dimaksudkan untuk mendorong pelaporan
pelanggaran yang terjadi di BPDPKS dan menjamin
keamanan pelapor maupun keluarganya;
2. Semua laporan pelanggaran akan dijamin
kerahasiaan dan keamanannya oleh BPDPKS. Bila
pelapor menyertakan identitasnya secara jelas ia
juga dijamin haknya untuk memperoleh informasi
mengenai tindak lanjut atas laporannya. Hal ini
sebagai bukti komitmen BPDPKS dalam melindungi
pelapor;
3. Perlindungan catatan yang merugikan dalam file
data pribadinya;
4. Pemecatan yang dilakukan secara tidak adil;
5. Penurunan jabatan atau pangkat;
6. Pelecehan atau diskriminasi dalam segala bentuk;
7. Catatan yang merugikan dalam dokumen data
pribadi pelapor (personal file record).
262
Profil BPDPKS
BPDPKS Profile
Communication Media and
Submission of Violation Reports
BPDPKS has 4 (four) communication media as the
WBS channel system in submitting violation reports or
complaints from stakeholders, they are:
Fax Surat
Facsimile Letter
(021) 39832095 Gedung Graha
Mandiri Lt. 5
Jalan Imam Bonjol
No. 61 Menteng
10310
Protection for Whistleblowers
The follow-up mechanism for each complaint/disclosure
must prioritize aspects of confidentiality, the principle
of presumption of innocence, and professionalism.
Therefore, BPDPKS has developed a policy of protection
against whistleblowers by considering several aspects
as follows:
1. Ensure the protection of identity confidentiality of
the whistleblower and will use various means to
sustain it. This is intended to encourage reporting
of violations that occur at BPDPKS and ensure the
safety of the whistleblower and their family;
2. All reports of violations will be guaranteed its
confidentiality and security by BPDPKS. If the
whistleblower includes their identity clearly, they
are also guaranteed the right to obtain information
regarding the follow-up to their report. This is
evidence of BPDPKS’ commitment in protecting
whistleblowers;
3. Protection of adverse records in personal data files;
4. Unfair dismissal;
5. Demotion;
6. Harassment or discrimination in all its forms;
7. Adverse records in the personal file record of the
whistleblower.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Selain itu, mengacu pada Pasal 5 PP No.57 tahun 2003
tentang Tata Cara Perlindungan Khusus bagi Pelapor
dan Saksi dalam Tindak Pidana Pencucian Uang,
perlindungan diberikan kepada pelapor berupa:
1. Perlindungan dari tuntutan pidana dan/atau
perdata;
2. Perlindungan atas keamanan pribadi, dan/atau
keluarga Pelapor dari ancaman fisik dan/atau
mental;
3. Perlindungan terhadap harta Pelapor;
4. Kerahasiaan dan penyamaran identitas Pelapor;
5. Pemberian keterangan tanpa bertatap.
Pelapor juga dapat meminta bantuan pada Lembaga
Perlindungan Saksi dan Korban (LPSK), sesuai UU
No.13 tahun 2006.
Kebijakan perlindungan dan jaminan kerahasiaan tidak
diberikan kepada Pelapor yang terbukti melakukan
pelaporan palsu dan/atau fitnah. Apabila hasil
investigasi menyimpulkan Pelaporan Pelanggaran
yang disampaikan merupakan laporan palsu, fitnah,
tanpa dasar yang jelas, maka Pelapor dapat digugat
balik atau dikenai sanksi sesuai dengan peraturan
perundang-undangan yang berlaku atau peraturan
internal BPDPKS.
Pihak Pengelola Pengaduan
Pihak pengelola pengaduan WBS di BPDPKS adalah
Divisi Kepatuhan dan Manajemen Risiko. Penetapan
tersebut berdasarkan Standar Operasional Prosedur
Nomor SOP-28/DPKS/2020 tanggal 10 Juni 2020
tentang Penanganan Pengaduan (Whistleblowing)
dan Pengaduan Masyarakat di Lingkungan Badan
Pengelola Dana Perkebunan Kelapa Sawit.
Sosialisasi WBS
BPDPKS secara aktif melakukan kegiatan sosialisasi
terkait WBS baik kepada pihak internal maupun
pihak eksternal. Hal tersebut sebagai upaya dalam
memberikan pemahaman dan kesadaran kepada
seluruh karyawan maupun pihak terkait lainnya untuk
melaporkan segala bentuk pelanggaran yang terjadi
guna meminimalisir potensi terjadinya pelanggaran-
pelanggaran lain yang muncul dikemudian hari.
Sosialisasi WBS kepada pihak internal dilaksanakan
bersamaan dengan sosialisasi kode etik pada tanggal
29 Oktober 2019.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
In addition, referring to Article 5 of PP No. 57 of
2003 regarding Procedures for Special Protection for
Whistleblowers and Witnesses in Money Laundering,
protection is given to whistleblowers in the form of:
1. Protection from criminal and/or civil charges;
2. Protection of personal and/or family security of the
Whistleblower Party from physical and/or mental
threats;
3. Protection of the Whistleblower’s assets;
4. Confidentiality and identity disguise for the
Whistleblower;
5. Providing information without meeting face to face.
The Whistleblower can also request for assistance from
the Witness and Victim Protection Agency (LPSK), in
accordance with Law No. 13 of 2006.
The policy of protection and confidentiality guarantee
is not given to the Whistleblower who is proven to have
made a false report and/or slander. If the results of
the investigation conclude that the Violation Report
submitted is a false report, slander, without a clear
basis, the Whistleblower can be sued back or be subject
to sanctions in accordance with applicable laws and
regulations or internal BPDPKS regulations.
Complaint Management Division
The WBS complaint management division at BPDPKS
is the Compliance and Risk Management Division.
The determination is based on Standard Operating
Procedure No. SOP-28/DPKS/2020 dated June 10, 2020
regarding the Handling of Complaints (Whistleblowing)
and Community Complaints within Badan Pengelola
Dana Perkebunan Kelapa Sawit.
WBS Socialization
BPDPKS actively conducts socialization activities
related to WBS both to internal and external parties. This
is an effort to provide understanding and awareness
to all employees and other related parties to report all
forms of violations that occur in order to minimize the
potential for other violations that arise in the future.
WBS socialization to internal parties was carried out in
conjunction with the socialization of the code of ethics
on October 29, 2019.
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2020 Performance Highlights Management Report
Sedangkan sosialisasi kepada pihak eksternal
dilaksanakan pada saat melakukan kegiatan Dinas
Luar (DL) pada masing-masing unit, seperti pada saat
pelaksanaan rapat koordinasi terkait dengan biodiesel,
pungutan ekspor kelapa sawit, peremajaan sawit rakyat,
pengembangan SDM sawit dan kegiatan sejenis lainnya.
Jumlah Pengaduan dan Tindak
Lanjutnya
Selama tahun 2020, tidak terdapat pengaduan
pelanggaran terhadap karyawan dan perusahaan
yang dilaporkan baik dari internal maupun eksternal
BPDPKS.
Monitoring dan Evaluasi
Pelaksanaan Whistleblowing
System
Penerapan Sistem Pelaporan Pelanggaran selalu
dilakukan monitoring dan evaluasi baik dari sisi
implementasi maupun kebijakan secara berkala yaitu
minimal satu tahun sekali. Hal ini dilakukan guna
memastikan efektivitas penerapan WBS. Monitoring
dan evaluasi dilakukan oleh Direksi melalui Satuan
Pemeriksa Internal atau dapat menggunakan pihak
luar yang independen. Hasil monitoring dan evaluasi
dituangkan dalam bentuk laporan kepada Direksi yang
diharapkan dapat meningkatkan implementasi WBS di
lingkungan BPDPKS.
264
Profil BPDPKS
BPDPKS Profile
While socialization to external parties is carried out
when carrying out External Service (DL) activities in
each unit, such as during coordination meetings related
to biodiesel, palm oil export levies, smallholder palm oil
rejuvenation, human resource development for palm oil,
and other similar activities.
Number of Complaints and
Follow-up
Throughout 2020, there were no complaints of
violations against employees and the Company that
were reported either from internal or external BPDPKS.
Monitoring and Evaluation
of Whistleblowing System
Implementation
Whistleblowing is continuously monitored and
evaluated both in terms of implementation and policy
on a regular basis, at least once a year. This is done to
ensure the effectiveness of the WBS implementation.
Monitoring and evaluation is carried out by the Board of
Directors through the Internal Audit Unit or can use an
independent external party. The results of monitoring
and evaluation are stated in the form of a report to the
Board of Directors which is expected to improve the
implementation of WBS within BPDPKS environment.
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
Permasalahan Hukum
Legal Issues
Perkara Hukum yang Sedang
Dihadapi BPDPKS
Sepanjang Tahun 2020, BPDPKS tidak menghadapi
satupun permasalahan hukum. Sehingga tidak tersedia
informasi terkait dengan pokok perkara, pengaruh
terhadap BPDPKS, nilai nominal tuntutan, status
penyelesaian, dan sanksi administrasi yang diberikan
kepada BPDPKS.
Perkara Hukum Anggota Dewan
Pengawas Maupun Anggota
Direksi
Sepanjang Tahun 2020, anggota Dewan Pengawas
maupun anggota Direksi BPDPKS yang sedang
menjabat tidak menghadapi satupun permasalahan
hukum, baik perkara hukum perdata maupun pidana.
Permasalahan Hukum Pada
Entitas Anak BPDPKS
Sepanjang Tahun 2020, BPDPKS belum memiliki
Entitas Anak, sehingga tidak tersedia informasi terkait
dengan permasalahan hukum, pokok perkara, pengaruh
terhadap BPDPKS, nilai nominal tuntutan, status
penyelesaian, dan sanksi administrasi yang dikenakan
kepada BPDPKS.
Akses Informasi dan Data BPDPKS
Access BPDPKS information and data
BPDPKS merupakan unit organisasi non eselon berbentuk
Badan Layanan Umum (BLU) yang bertanggung jawab
kepada Menteri Keuangan, sehingga untuk segala bentuk
Kebijakan mengenai keterbukaan informasi BPDPKS
berpedoman pada Peraturan Menteri Keuangan Nomor
129/PMK.01/2019 tentang Pedoman Layanan informasi
Publik oleh Pejabat Pengelola dan Dokumentasi
Kementerian Keuangan dan Perangkat Pejabat Pengelola
informasi dan Dokumentasi Kementerian Keuangan
tanggal 6 September 2019.
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
Legal Cases Being Faced by
BPDPKS
Throughout 2020, BPDPKS did not deal with any legal
isues. Thus, there is no information available regarding
the subject matter of the case, the impact on BPDPKS,
the nominal value of the claim, settlement status, or
administrative sanctions imposed to BPDPKS.
Legal Cases for Members of the
Supervisory Board and Members
of the Board of Directors
Throughout 2020, incumbent members of the
Supervisory Board and members of the Board of
Directors of BPDPKS did not face any legal issues, both
civil or criminal cases.
Legal Issues at the Subsidiary of
BPDPKS
Throughout 2020, BPDPKS does not yet have a
Subsidiary, so there is no available information
related to legal issues, subject matter, influence on
BPDPKS, nominal value of claims, settlement status, or
administrative sanctions imposed to BPDPKS.
BPDPKS is a non-echelon organizational unit in the form
of a Public Service Agency (BLU) that is responsible to the
Minister of Finance, so that all forms of policies regarding
information disclosure are guided by the Regulation of
the Minister of Finance No. 129/PMK.01/2019 regarding
Guidelines for Public Information Services by the Ministry
of Finance’s Management and Documentation Officer and
the Ministry of Finance’s Information and Documentation
Management Officials Official dated September 6, 2019.
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 Ikhtisar Kinerja 2020 Laporan Manajemen
2020 Performance Highlights Management Report
Sebagai bentuk perwujudan prinsip transparansi dan
kepatuhan terhadap peraturan perundang-undangan
terkait keterbukaan informasi, BPDPKS membuka akses
informasi bagi para pemangku kepentingan maupun
masyarakat umum. Salah satu akses informasi BPDPKS
adalah melalui situs web resmi yang dapat diakses di
https://www.bpdp.or.id dalam dua bahasa yaitu, Bahasa
Indonesia dan Bahasa Inggris.
BPDPKS senantiasa menyediakan informasi dan data
yang terintegrasi , tepat waktu dan tepat sasaran
sesuai dengan kebijakan pengelolaan media informasi
BPDPKS. Kebijakan tersebut dibentuk guna melindungi
keamanan informasi serta memastikan informasi
yang diberikan BPDPKS kepada pihak-pihak yang
berkepentingan telah transparan, adil, dan dapat
dipercaya sesuai dengan ketentuan yang berlaku.
Media Informasi Dan Komunikasi
Akses informasi BPDPKS dapat dilakukan melalui
media sebagai berikut :
Website BPDPKS https://www.bpdp.or.id
Disajikan dalam bahasa indonesia dan bahasa Inggris
serta menyampaikan informasi mengenai:
y Tentang BPDPKS dengan konten Profil Manajemen,
Profil BPDPKS dan Program
y Publikasi dengan konten Media Rilis, Infografis,
Kegiatan yang dilengkapi dengan Video
y Berita dengan konten berita seputar kegiatan
BPDPKS
y Pengumuman dengan konten pengumuman
Pengadaan, Hasil Pengadaan, Prospek Perusahaan,
Info Lowongan Kerja dan berita lainnya.
y Tentang Sawit dengan konten Energi, Kesehatan
dan Nutrisi serta Sawit Berkelanjutan
y Statistik
y Riset dengan konten tentang Riset Bidang
Bioenergi, Biomaterial, Pangan dan Kesehatan,
pasca Panen Pengolahan, Budidaya Lahan Tanah
Bibit, Lingkungan serta Daftar Riset, Jurnal Riset
dan Bidang Sosek/Bisnis/Pasar/IT
y Regulasi Sawit.
Press Release
Selama tahun 2020 BPDPKS telah menerbitkan siaran
pers (press release) sebanyak 8 (delapan) kali yaitu:
y BPDPKS Siap Melaksanakan Program Green Fuel
Sesuai RPJMN 2020 - 2024 tanggal 03 Februari
2020
y BPDPKS Upayakan Peningkatan Kualitas
Peremajaan Sawit Rakyat tanggal 18 Maret 2020
y Pemerintah melalui BPDPKS Kucurkan Rp2,78
triliun Untuk Pengembangan Sawit Berkelanjutan
tanggal 30 Mei 2020
266
Profil BPDPKS
BPDPKS Profile
As an embodiment of the principle of transparency
and compliance with laws and regulations related
to information disclosure, BPDPKS opens access to
information for stakeholders and the general public.
One way to access BPDPKS information is through
the official website which can be accessed through
https://www.bpdp.or.id in two languages, Indonesian
and English.
BPDPKS always provides integrated, timely, and
targeted information and data in accordance with
BPDPKS information media management policy. This
policy was established to protect information security
and ensure that the information provided by BPDPKS to
interested parties is transparent, fair, and trustworthy
in accordance with applicable regulations.
Information and Communication
Media
Access to BPDPKS information can be done through
the following media:
Website BPDPKS https://www.bpdp.or.id
Presented in Indonesian and English and convey
information about:
y About BPDPKS with contents of Management
Profile, BPDPKS Profile and Program
y Publications with contents of Media Release,
Infographics, Activities equipped with Videos
y News with content of BPDPKS activities
y Announcements with contents of Procurement
announcements, Procurement Results, Company
Prospects, Job Vacancies Info, and other news
y About Palm Oil with contents of Energy, Health and
Nutrition, as well as Sustainable Palm Oil
y Statistics
y Research with contents of Research in the Fields
of Bioenergy, Biomaterials, Food and Health, Post-
Harvest Processing, Cultivation of Land for Soil Seeds,
Environment and Research Lists, Research Journals
and Social Affairs/Business/Market/IT Sector
y Palm Oil Regulations
Press Release
Throughout 2020, BPDPKS has issued 8 (eight) press
releases:
y BPDPKS Ready to Implement the Green Fuel
Program in accordance with the RPJMN 2020 -
2024 dated February 3, 2020
y BPDPKS Strives to Improve the Quality of People’s
Palm Oil Rejuvenation on March 18, 2020
y Government through BPDPKS Disburses Rp2.78
trillion for Sustainable Palm Oil Development on
May 30, 2020
Badan Pengelola Dana Perkebunan Kelapa Sawit
Laporan Tahunan 2020
Pendukung Badan Layanan Analisis dan Pembahasan Manajemen
Services Agency Support Management Discussion and Analysis
y Menekan Penyebaran Covid-19 Melalui Kegiatan
Launching dan Penyerahan Hand Sanitizer dan Hand
Soap Berbahan Utama Sawit tanggal 3 September
2020
y Gelar Pekan Riset, BPDPKS Pertemukan Peneliti
dan Pelaku Usaha Sawit tanggal 19 Oktober 2020
y Indonesia Sebagai Produsen Kelapa Sawit Terbesar
di Dunia Hingga Ragam Isu Negatif yang terus
Menghantuinya tanggal 22 Oktober 2020
y Penyesuaian Tarif Pungutan Ekspor untuk
Mendukung Industri Kelapa Sawit Berkelanjutan
tanggal 8 Desember 2020
y Media Gathering BPDPKS 2020: Mewujudkan
Industri Sawit Berkelanjutan Melalui Integrasi
Program Pengembangan Sektor Hulu dan Hilir
tanggal 17 Desember 2020
Surat Edaran
BPDPKS menggunakan surat edaran sebagai salah
satu media komunikasi yang digunakan dalam rangka
menyampaikan keputusan, peraturan, pemberitahuan
dan lain-lain.
Forum Komunikasi Internal
BPDPKS menyediakan sarana komunikasi yang menjadi
sarana diskusi bagi pegawai dengan manajemen yaitu
sharing knowledge, siraman rohani, family gathering/
team building yang dilaksanakan setiap tahun dll.
Laporan Tahunan
BPDPKS menyediakan sarana informasi melalui laporan
tahunan yang menggambarkan kinerja BPDPKS.
Laporan ini disusun setiap tahun dan disampaikan
kepada seluruh stakeholders BPDPKS.
Media Sosial
BPDPKS juga menggunakan media sosial sebagai
saluran komunikasi untuk menyampaikan informasi.
Saat ini BPDPKS memiliki 4 (empat) akun media sosial
antara lain:
bpdpsawit
BPDPkelapasawit
Badan Pengelola Dana Perkebunan Kelapa Sawit
2020 Annual Report
Tata Kelola BPDPKS
BPDPKS Good Governance
y Suppressing the Spread of Covid-19 Through the
Launching and Submission of Hand Sanitizer and
Hand Soap Made from Palm Oil on September 3,
2020
y Holds Research Week, BPDPKS Gathers Researchers
and Palm Oil Business Actors on October 19, 2020
y Indonesia as the World’s Largest Palm Oil Producer
up to Various Negative Issues Keep Haunting It on
October 22, 2020
y Export Levy Tariff Adjustment to Support the
Sustainable Palm Oil Industry on December 8, 2020
y Media Gathering BPDPKS 2020: Realizing a
Sustainable Palm Oil Industry Through Integration
of Upstream and Downstream Sector Development
Programs on December 17, 2020
Circular Letter
BPDPKS uses Circular Letter as one of the
communication media used in order to convey decisions,
regulations, notifications and others.
Internal Communication Forum
BPDPKS provides a means of communication that
becomes a medium of discussion for employees and
management, including sharing knowledge, spiritual
teachings, family gathering/ team building which is
held every year, etc.
Annual Report
BPDPKS provides a means of information through
Annual Report that describes the performance
of BPDPKS. This report is prepared annually and
submitted to all BPDPKS stakeholders.
Social Media
BPDPKS also uses social media as a communication
channel to convey information. Currently BPDPKS has
4 (four) social media accounts, including:
bpdpkelapasawit
BLU BPDPsawit
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 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

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Pendukung Badan Layanan Analisis dan Pembahasan Manajemen Tata Kelola BPDPKS
Services Agency Support Management Discussion and Analysis BPDPKS Good Governance

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2020 Annual Report
 Ikhtisar Kinerja 2020 Laporan Manajemen Profil BPDPKS
2020 Performance Highlights Management Report BPDPKS Profile

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